Case No. CS-08-001 Version 1.

0, July 2, 2008

Data Warehousing as a Strategic Tool at Bharti Airtel

Our objective is to have one version of the truth! beamed Rupinder Goel, CIO of Bharti Airtel Limited. One set of data across finance, marketing, customer service, statistics, monthly reporting etc. Given the current scenario, it's a huge task he continued. India is not a country, it's a continent, its essentially like Europe. Operating in 23 circles is like operating in 23 different countries with different geographies, cultures, languages and entirely different sets of issues. Currently we have 23 IT ecosystems catering to these circles, 61 million customers and numerous customer touch points. In this scenario how do we ensue that we have consistent data? And not just systems, we need consistency between the data from our circle level databases and airtime (CDR Call Data Record) data

2008, the Indian School of Business. Nidhi Sharma and Shyaam Subramanian prepared this case under the supervision of Professor Ravi Bapna and Professor Lakshmi Iyer solely for the purpose of classroom discussion. The authors do not intend to prescribe or reject a model for handling business situations. Support for developing this case was provided by the Centre for IT and the Networked Economy. All rights reserved. To order copies or request permission to reproduce material, call or write to CITNE at Phone: +91 40 2318 7191, Fax +91 40 23007035, Email: Nidhi_Sharma@isb.edu. No part of the publication may be stored, reproduced, used in a spreadsheet, or transmitted further in any form without the written permission of the Indian School of Business.

Case No. CS-08-001

Company Information Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises, one of the largest conglomerates in India and has a market capitalization of more than Rs.1 trillion (as of Oct, 27, 06). The Bharti Group has a diverse business portfolio and has created global brands in the telecommunication sector. Bharti has recently forayed into retail business as Bharti Retail Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has successfully launched an international venture with EL Rothschild Group to export fresh agri products exclusively to markets in Europe and the USA and has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world leader in financial protection and wealth management.

Bharti Airtel Limited is Indias leading integrated telecom services provider serving more than 25 million customers as on 23 July 20061. Airtel was rated among the best performing companies in the world in the Business Week IT 100 list in 2007.

Bharti Airtel is structured into three strategic business units Mobile services, Telemedia services and Enterprise services (refer Bhartis organisation structure Exhibit 1). The Mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles. The Telemedia business provides broadband & telephone services in 94 cities and is foraying into the IPTV and DTH segments. The Enterprise services provide end-to-end telecom solutions to corporate customers and national & international long distance services to carriers. All these services are provided under the Airtel brand. Airtels high-speed optic fibre network currently spans over 67,138 kms covering all the major cities in the country. The company has two international landing stations in Chennai that connects two submarine cable systems i2i to Singapore and SEA-ME-WE-4 to Europe.

Today Airtels network spans across 4,902 census towns and 320,623 non-census towns & villages in India, thus covering approximately 68.0% of the countrys population.- 2008 statistics source Bharti Airtel
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Background Bharti Airtel was incorporated on July 7, 1995 as Bharti Tele-Ventures Ltd (BTVL). BTVL was founded by Sunil Bharti Mittal who had been an entrepreneur since he was eighteen when he started bicycle parts manufacturing in Ludhiana. He then started operating from Delhi and Mumbai, mainly importing and distributing products such as portable generators. In 1983, he set up the first company, Bharti Healthcare for making capsules. According to Mittal, the telecom venture was an accident. In 1983, many imports including portable generators were banned. So Bharti Enterprises tied up for with another company for manufacturing push-button telephones. Beginning late 80s until 1991, India was going through the worst economic crisis, during which Mittal and other entrepreneurs thought it would be better to shift out of India. The situation changed post economic liberalization, when in 1999, the Indian telecommunications market was opened (See extracts from the policy Exhibit 2) and there was a surge in the number of telecom service providers. Out of the twenty five operators who emerged that year, only three are still in this business. Airtels business model was to buy ailing competitors and continuously consolidate its position. Today, Airtel is the largest telecom operator in the country, with operations in 23 circles (Please refer to Exhibit 3). It began its business with one circle in Delhi in the year 1995 and was the first private mobile operator to make profits in 1998.

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Industry and the Market The Indian mobile industry has witnessed rapid growth in the number of mobile service providers (Refer Exhibit 4) and users and since the year 1999. India today is the fifth country to have crossed the 100 million mark in the subscriber base and is the fastest growing mobile market in the world. According to a Gartner report, the revenues from the mobile telephony industry in India are expected to increase at a Compound Annual Growth Rate (CAGR) of 18.4% to reach $25 billion in 2011 from $9 billion currently. The mobile penetration is expected to increase to 39% to 50%2 by 2011 as compared to around 13% in 20063. It is estimated that almost the entire urban population (95%) and 58% of the rural population will be connected via the mobile phone. Market share of the service providers and mobile manufacturers will therefore depend on their focuses on rural and semi-urban markets and on the delivery of cost-effective services and hand-sets. The average call rates, currently under three cents per minute, are still roughly three times the fixed-line call rates. As the industry gets more competitive, the mobile rates are expected to drop further to compete directly with the fixed-line telephony. A major portion of the revenues will continue to come from voice services though the thin profit-line is expected to force operators to focus on other non-voice services such as Value Added Services (VAS), Short Messaging Services (SMS), Multimedia Messaging Services (MMS), digital music, mobile gaming download and eventually certain high-end services such as mobile banking.

Since the beginning however, the industry has been characterized by steady decline in the Average Revenue per User (ARPU) (Exhibit 5). The primary reason for this trend is the commoditization of the voice services, fuelled by increasing competition, leading to steady reduction in mobile tariffs. The leading mobile service providers
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Ericsson Business Review 3 In fact, with 142.7 million subscribers in 2006 and a mobile penetration rate of only 13%, the market in India still remains largely untapped. Asia-Pacific remains one of the few high-growth mobile Markets in the world, a Frost & Sullivan study said. The Financial Express Fri March 302007

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have managed to respond to the challenge by reducing costs continuously and improving voice services.

Though the operating costs in the industry have declined, they continue to constitute a significant percentage of the revenues. The country is moving towards a matured mobile market where the distinction between the market leader and the challenger is almost nonexistent and moving forward, large companies will look forward to taking advantage of their economies of scale. However, studies have shown that the response of minutes of use to price cuts has been fairly low in recent times and reduction in tariff beyond a certain point need not necessarily translate to increased usage or revenue across all customer segments.

Unlike in many other parts of the world, particularly the west, Indian cellular services and hand-sets are not bundled. Hence there is no contractual obligation for the end user, making the switching costs low (which accounts for the high churn rate). One of the primary impacts of the declining ARPU and the high churn rate on the industry is the operators necessity to focus on customer retention. This is a paradigm shift from the earlier business model until around 2003, when the primary focus was on maintaining an average quality of service for the companies rapidly increasing subscriber bases at considerable costs. For instance, when the Telephone Regulation Authority of India (TRAI), the countrys telecommunications regulatory body, was exploring the possible frameworks for implementing the mobile number portability, a facility that allowed the end user to switch connections without having to change the number, the necessary infrastructure costs and the potential increase in customer switching rates were believed to be too high to justify the service enhancement. Research indicates that today, 30% of the Indian subscribers would switch service providers if they could retain their numbers. In recent times, companies such as Reliance Mobile world and Tata Telecom services have started offering customers several service plans bundled with cost-effective handsets in an effort to reduce the churn rates. Page 5 of 21

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Airtels Marketing Strategy During the initial stages of its operation, Bharti Airtel, like all Indian mobile service providers, focused on reducing costs and providing additional talk time per unit price. As the company started assuming leadership position in the market, its marketing strategy shifted to ARE (Acquisition Retention Enhancement) model. This framework was used to focus on targeting each process separately, offer every customer an extended value proposition and in the process, extract business value.

Acquisition The Indian market is primarily driven by pre-paid connections because it allows even credit challenged people to benefit from the increasing connectivity. This has resulted in the rapid growth and the consequent economies of scale have made the customer acquisition costs in India drop to levels that are among some of the lowest in the Asia Pacific region. However, the expanding customer base and the low acquisition costs have had an inherent trade-off, viz. high customer churn rates, which in turn have lead to an increase in costs and reduction in revenue per user, thereby threatening the competitive positions of a few operators. Since the beginning, Airtel had been working on acquisition strategies by introducing several subscription plans to attract people from various demographic segments with different income levels. In December 2005 for instance, the company came up with an ingenious plan in the form of a lifetime pre-paid card, which soon many operators followed suit. This plan allowed users to take a pre-paid connection with lifetime validity for a one time payment of Rs. 999. The users could receive calls throughout their lives without having to recharge.

Retention Indian operators primary retention strategies focus on price, quality of service and network coverage. Most operators are experiencing rapid growth and investing in churn management is not seen as crucial. However, in the long run, as the industry would mature in terms of growth, churn management is seen as key to successful retention strategies. Shorter customer relationships are expected to reduce

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customer lifetime values, increase marketing costs and hence lower profits. Analysts estimate that the cost of acquiring a new customer is more than five times higher than retaining and serving an existing subscriber. For Airtel, which has been working on its retention strategies for a few years, the primary challenge is to identify the right means of consolidating relevant customer usage data to categorize customers and serve them based on their service needs.

Enhancement Effective segmentation is key to offering enhanced customer service. Airtel wanted to be able to evaluate customer usage patterns and provide plans customized to their needs. Plans to target certain high end customer segments and offer them Value Added Services (VAS) like call-back ring tones were also in the pipeline.

Information Technology in Bharti Airtel Airtel was one of the first mobile operators in India to adopt sophisticated data based decision making processes and policies. Bharti Airtels evolution to an IT savvy and customer-centric company started in the late 90s.

It is not just IT at Airtel said Mr. Rupinder Goel, it is ITi where i stands for innovation and that's how we refer to technology at Airtel! Here IT is not treated as an expense but as a strategic investment (Exhibit 6 Bharti Airtels IT culture).

The companys first major IT investment was in the year 1995, when they automated their customer billing systems.

Realizing that managing the breakneck growth needed intense focus on core business strategies, Airtel started outsourcing its non-core activities. In the year 2004, the company signed contracts worth $400 million with Ericsson, Siemens and Nokia a deal that effectively outsourced Airtel's entire phone network operations to these

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vendors. The vendor fee was dependent on the customer traffic and the quality of service provided. Subsequently, Mittal signed a ten-year, $750 million deal with IBM to handle customer management, billing systems and even the companys internal network systems. In May 2007, Bharti Airtel won the Best First Steps award for their managed services agreement in the 2007 Outsourcing Excellence Awards. The annual award, presented by the Everest Group, a global outsourcing consulting firm, recognizes excellence in outsourcing partnerships. According to them, Nortel and Bharti Airtel won the Best First Steps Award after the first year of their managed services contract, reflecting Airtel's customer care vision, Nortel's understanding of that vision, and the technology solution put in place to deliver a best in class call handling experience for subscribers. Airtel currently employs 182 staff members in its IT department and more than 1400 IBM consultants support Airtels IT infrastructure. The Data Management Initiative Digitization at Airtel started right at its inception as Sunil Mittal believed that data based decision making would offer the company a sustainable strategic advantage. The data management initiative started in the year 1995 with the firm starting to utilize primary data available in the form of CDRs coming right out of a call switch box in a crude technical format to gather meaningful information (Exhibit 7). This data provided to Airtel by its network vendors was primarily used for billing, network capacity planning and reviewing basic performance statistics.

This was followed by the implementation of an ERP system Oracle Express in 1996, which served as the billing system. This system took in the CDR data and used it to generate automated billing records. The primary goals of such initiatives were

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improved process coordination, automation of basic operations and better control of information flow.

Bharti Airtels first major strategic IT investment phase began in 1997, when Arthur Anderson, Airtels consultant, reviewed their existing ERP system (Oracle Financial) and advised them to start considering implementing data warehousing, which they believed would integrate their existing data and pave the way for mining rich customer information and converting it to a source of competitive advantage.

As Rupinder Goel, CIO, Bharti Airtel explained, We realized that as the industry was maturing, the high quality of service delivery, driven by our knowledge of the customer was going to differentiate us from our competitors. Telecom is an industry where understanding the customer is the key to long-term success. It is not like say, FMCG where a customer walks in, buys products and the transaction ends there. There are separate plans for each of the three different aspects of the customer focused ARE business model and as the customers were getting more demanding, the focus clearly needed to shift to retention and enhancement.

Bharti Airtel therefore, based on Arthur Andersons suggestions, believed that data warehouse would prove to be a powerful tool that would help them build effective churn prediction models. On the enhancement front, the company wanted to identify the usage patterns at an individual level and offer each customer customized plans based on his/her usage enhancing the value of the services offered via schemes such as corridor calling4

There were two different parts to Airtels data warehousing initiative the phase when the management at Airtel was made aware of it in 1997 and the phase in which data warehousing was actually implemented in the company more than a year and a
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Corridor calling is a plan that allows certain mobile users, based on their usage patterns to make long distance calls at local call rates. This is dependent on the traffic density on the corridor and the frequency of usage

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half later. Having bought the idea in 97, Airtel started gathering requirements to build the data warehousing platform.

Challenges in Implementation: The initiative began with a marketing representative from Telecom Italia, which had a twenty percent stake in Bharti Airtel, leading the effort. The person was well informed on the implementation aspects of multi-dimensional analytics and data warehousing and was involved in the initial phase. However, he quit when Telecom Italia divested its holdings in Airtel and the project was still in the requirement gathering phase.

The internal IT team took over the project and stated analyzing and evaluating the technology options available. The choices finally narrowed to Oracle Express and SAS. At that point in time, SAS churn management system was already being used by many major cellular service providers including Hutch and BPL5. But Airtel had already implemented the ERP system with Oracle and were comfortable with the vendor and the product. Also, Airtel believed that by choosing the same vendor (Oracle), they would not have to confront many compliance issues from the vendor perspective during the implementation of the data warehousing system. Once the vendor was chosen, Airtel zeroed in on KPIT, a technology solution provider based in Pune, to assist in the implementation of the data warehousing solutions. The system went live in 1998.

Uncovering Process Issues: The first three months after the implementation were crucial during which the internal IT team monitored the system closely. The IT environment was in a flux as
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(Note: In an interview with the Express Computer in the year 2003, George Varghese, Head, Marketing and Alliances/ Pharma and ITES SAS India Pvt. Ltd, noted that the solution that SAS offered enabled the service providers to predict the probability of customers switching over or cancellation. According to him, it was a total end-to-end solution that supported the entire process of data gathering, warehousing, modeling and reporting. The reports enabled the operator better understand the reasons behind the high churning and take appropriate measures to reduce the same)

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internal policies, processes and workflows were being scrutinized and streamlined where necessary. During this initial phase however, the decision making process was still based on the pre-data-warehouse information as the credibility of the new system was yet to be established and there was reluctance among the business users to switch to alternate sources of information.

The acceptance by the users came as a result of a surprising discovery, according to Abhay Gupta, IT manager at Bharti Airtel. There was a daily usage report generated from the telecom switch, to which the CEO paid close attention. The report summarized the usage volumes based on the crude switch data. The IT manager attempted to reconcile this data with MOU (Minutes of Usage) from the billing data obtained from the data warehousing system. The results were startling with the data warehousing reporting a 15% 16% higher customer billing revenue compared to switch data. The manager reckoned that customers would not have been billed more than what the usage warranted because during those days, the cost per unit talk time was high and such an erroneous overprice would have certainly resulted in a large number of customer complaints, which was not the case. Further analysis of data obtained in next three days revealed that the discrepancy was not an isolated incident and had a consistent pattern.

We headed straight to the CEO and informed him that the reports provided to him were incorrect! recollected Gupta. The CEO immediately spoke with Ericsson, Airtels network vendor who provided the daily data that was being analyzed. Ericsson clarified that the data provided was based on the average line usage and not the actual call usage. During that time, the ASR6 (Answer/Seizure ratio) was quite low, since the incoming calls were chargeable, resulting in many subscribers literally using their mobile phones as pagers. They would make a note of the incoming call number and return calls using a landline. This led to a large
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(ASR is the ratio of number of calls successfully answered to the number of calls attempted. Call failures included busy signals and any other rejections. Therefore, this ratio varied depending on the user behavior)

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discrepancy between the total network usage and the number of actual calls made. The daily switch report that Ericson provided was originally meant to be used only for network planning exercise and not for making business decisions.

Thus, a key insight that Airtel obtained within a couple of months of using the data warehouse was that critical business and marketing decisions were being based on daily revenues that were around 15% 16% less than the actual amount. From that point forward, the firm used only reports that were generated out of the data warehouse system to make business decisions.

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Managing Change: Within the next few months, Airtel made numerous changes to both internal control systems and business processes. For example Airtel had four monthly billing cycles. The customers were billed on the 2nd, 8th, 16th and the 23rd of every month for their previous month use. However for the reporting purposes, the finance department was using an end-of-month report generated on the last business day of every month (which contained both billed and unbilled data) where as marketing division was using only the actual billed data i.e. from the 1st to the 23rd of the month. This led to a discrepancy of about 15%, which caught the attention of both the management and the IT department. After careful deliberation, heads of both departments decided to collate pertinent information from the 1st to the end of the month, but only after the next billing date, which was the 2nd of the subsequent month. Thereafter the IT department took another 4-5 days to consolidate the data and got the final report out on the 6th or the 7th. Hence, Airtel made a conscious decision to use the previous months data to make business decisions for the coming month.

Business Intelligence: In 1999 Airtel was operating in only 1 circle Delhi. But with the mobile market growing at a rapid rate, they acquired fourteen more circle licenses within a few years. The Oracle data warehouse, though quite robust was difficult to scale up. By now the business users had also realized that though the system managed to integrate data across systems, it had limited capabilities when it came to information output. They switched the billing system to another customized solution by a well known vendor. However, this system lasted only for a brief period from September 2002 March 2003. During this phase, getting any insight from the data was tedious and the data extracted was inconsistent with the actual observations. In addition, the expansion plans and the potential growth called for more focus on achieving greater operational consistency and Airtel decided to implement a centralized billing system and a comprehensive and full scale data warehouse. We were evaluating our

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options among SAS, Oracle, Teradata and DB2. After carrying out the necessary due diligence, Bharti Airtel finalized the deal with Teradata. IT in Business: When Bharti Airtel was using Oracle database, the management decided that business users primarily in the marketing department would write their own Structured Query Language (SQL). There were 400 business people who have been trained in SQL. Airtel wanted to enable the business users to be able to write ad hoc queries based on their information requirements. As Munish Kantor, marketing manager, Airtel, observed, IT staff would assist them when needed, but we decided to ensure that the users were able to write queries, extract useful information, store the same in a suitable format and understand how the data was organized.

Bharti Airtel also conducted a three-day training program on the effective use of SQL. As Munish recalls, they even went to the extent of educating them on the technical aspects of Relational Database Systems (RDBMS), certain key tables and data organization. Airtel invested on instruction modules so that the users could be trained easily. Our justification for this initiative was that IT could assist the users, but that certainly would not be their priority. The IT department believed this priority conflict could lead to a 15-day lag, which could prove costly. Airtel does have an IT helpdesk to assist the users when needed. The business people however were not very competent in SQL and the queries they could write are suboptimal. Hence the queries load the system substantially and the outputs are slow.

Our approach is a business strategy and not a technology strategy We gather the business requirements and then proceed with our implementation plans. We recognize that technology is important, but ensure that business objectives are chalked out clearly and met using technology as a tool. Initiatives such as data

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warehouse implementation change the business dynamics and therefore, need to be driven top-down with stakeholders and sponsorship from business.

Future Direction We started with using the standard reports and then moved on to using ad hoc queries. The future direction is towards understanding and serving the customer better. The data required to do so is currently generated from queries and reports. mentioned Abhay Gupta, IT manager at Bharti Airtel, Currently, on 80% of the occasions, we use standard reports and on the remaining 20%, rely on ad hoc queries. We are moving towards 30% standard reports and 70% queries and the goal finally is to base the entire churn prediction model and marketing management on real-time analysis Another area in which Airtel could possibly leverage its data management expertise is the Value Added Services (VAS). In the telecommunication industry parlance, VAS refers to all services beyond the standard voice calls. VAS is seen as key to drive an increase in ARPU as it paves the way for customers using the operators services more extensively than their traditional voice-only needs. Mobile VAS industry, estimated at $0.55 billion in 2007 and 5% 10% of the total revenues for a company, was expected to increase to more than fifteen fold to over $ 9 billion by 2010. We see immense potential in VAS, but they can only be targeted towards the high end customers as of now. Identifying these customers is hence the key.

Targeted marketing is also becoming important as it allows the service providers to market their offerings to target customer segments effectively. There has been a paradigm shift in our operational model. Now, we were making informed decisions rather than just decisions. We are gaining insights into the underlying customer behaviour patterns for every service that we offer. The decision-making process has effectively moved from an observation to a prediction model.

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Exhibit 1 Bharti Airtel Organization Structure

Source: http://www.bhartiairtel.in/index.php?id=organisation_struct1

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Exhibit 2 New Telecom Policy 1999

Objectives and targets of the New Telecom Policy 1999 The objectives of the NTP 1999 are as under: Access to telecommunications is of utmost importance for achievement of the country's social and economic goals. Availability of affordable and effective communications for the citizens is at the core of the vision and goal of the telecom policy. Strive to provide a balance between the provision of universal service to all uncovered areas, including the rural areas, and the provision of high-level services capable of meeting the needs of the country's economy; Encourage development of telecommunication facilities in remote, hilly and tribal areas of the country; Create a modern and efficient telecommunications infrastructure taking into account the convergence of IT, media, telecom and consumer electronics and thereby propel India into becoming an IT superpower; Convert PCO's, wherever justified, into Public Teleinfo centres having multimedia capability like ISDN services, remote database access, government and community information systems etc. Transform in a time bound manner, the telecommunications sector to a greater competitive environment in both urban and rural areas providing equal opportunities and level playing field for all players; Strengthen research and development efforts in the country and provide an impetus to build world-class manufacturing capabilities. Achieve efficiency and transparency in spectrum management. Protect defence and security interests of the country. Enable Indian Telecom Companies to become truly global players. In line with the above objectives, the specific targets that the NTP 1999 seeks to achieve would be: Make available telephone on demand by the year 2002 and sustain it thereafter so as to achieve a teledensity of 7 by the year 2005 and 15 by the year 2010 Encourage development of telecom in rural areas making it more affordable by suitable tariff structure and making rural communication mandatory for all fixed service providers. Increase rural teledensity from the current level of 0.4 to 4 by the year 2010 and provide reliable transmission media in all rural areas. Achieve telecom coverage of all villages in the country and provide reliable media to all exchanges by the year 2002. Provide Internet access to all district head quarters by the year 2000 Provide high speed data and multimedia capability using technologies including ISDN to all towns with a population greater than 2 lakh by the year 2002. Source: http://www.trai.gov.in/TelecomPolicy_ntp99.asp

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Exhibit 3 There are four main cellular markets in India. They are categorized as follows: Metro the metropolitan areas of Mumbai, Delhi, Kolkata and Chennai are designated telecommunications circles Category A circles correspond closely to the states of Andhra Pradesh, Maharashtra, Gujarat, Karnataka and Tamil Nadu Category B circles correspond closely to the states of Uttar Pradesh (east and west), Punjab, Rajasthan, Haryana, Kerala, Madhya, Pradesh and West Bengal Category C circles correspond closely to the states of Bihar, Orissa, North-East Assam, Jammu and Kashmir, Himachal Pradesh, Andaman and Nicobar Islands) Exhibit 4 Trends in the Indian Telecom Industry PWC

Source: Indian GSM Cellular Benchmarking Study 2006, Price Waterhouse Coopers (PWC).

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Exhibit 5 Additional talk time per unit price

Source: Indian GSM Cellular Benchmarking Study 2006, Price Waterhouse Coopers (PWC).

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Exhibit 6 Bharti Airtels IT Culture

IT Business Sponsor Tips The business sponsor plays a pivotal role in steering the optimal rollout of information Technology (IT) Projects to support continuous business transformation and refinement. This is best served if the business sponsors would 1. 2. 3. 4. 5. 6. ... assume the role of the owner of the IT system ... sign off the business requirements in order to initiate the project prioritize the requirements in order to balance resource utilization engage our strategic partners during the entire life cycle of the system sign off UAT (user acceptance testing) once the project is completed. emphasize on striking a balance between transformational and tactical projects in order to hasten the construction of the strategic telecom reference blue print. ... adopt a P2P (process-to-package) optimization approach that seeks to maximize the utilization of out-of-the-box processes with minimum customization to the software packages in order to facilitate rapid roll out and easier upgrades ...emphasize on cross geography and cross SBU standardization ...champion architecture and security principles in order to ensure tight data policies future-proofing and risk management. ...play the role of a strategic guide to the ongoing evolution of the IT system that help implement it business transformation
Source: Bharti Airtel internal document

7.

8. 9. 10.

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Exhibit 7 Call Data Record CDR

2008, the Indian School of Business. Nidhi Sharma and Shyaam Subramanian prepared this case under the supervision of Professor Ravi Bapna and Professor Lakshmi Iyer solely for the purpose of classroom discussion. The authors do not intend to prescribe or reject a model for handling business situations. Support for developing this case was provided by the Centre for IT and the Networked Economy. All rights reserved. To order copies or request permission to reproduce material, call or write to CITNE at Phone: +91 40 2318 7191, Fax +91 40 23007035, Email: Nidhi_Sharma@isb.edu. No part of the publication may be stored, reproduced, used in a spreadsheet, or transmitted further in any form without the written permission of the Indian School of Business.

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