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Page 1: Comparative Analysis of the Marketing Strategies of Vodafone & Airtel Research Report New

INTRODUCTION

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INTRODUCTION

Telecom Sector in India

The 125 million telephones network is one of the largest communication networks inworld,

which continues to grow at a blistering pace.The rapid growth in the telecom sector can be

attributed to the various pro-active and positive policy measures taken by the government as well

as the dynamic and entrepreneurial spirit of the various telecom service providers both in private

and public sector. The telecom sector has shown impressive growth during the past decade.

Two striking features of this growth viz. increasing preference for mobile phones and higher

contribution of private sector in the incremental growth have predominated the telecom sector.

The share of mobile phones (including WLL mobile) has overtaken the share of landlines with

62% in the total number of phones. The private sector's contribution is also increasing rapidly.

According to a recent report released by Telecom Regulatory Authority of India (TRAI), the

total number of telephone subscribers in India crossed 800 million marks. A growth of 2.39%

resulted in increase in number of subscribers to 806.13 million in January 2011 from 787.28

million in December 2010. Overall Tele-density in India is now 67.67%, however there is a

decrease in share of urban subscribers from 67% to 66.79%, but there is and increases in share of

rural subscriber from 33% to33.21% .

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Network Expansion:

The end of January 2011. Rural subscription increased from 259.78 million to 267.74. The

growth of Rural Subscription (3.07%) is higher than the Urban Subscription (2.06%). The overall

Urban tele density has increased from 147.88 to 150.67 and Rural tele density increased from

31.18 to 32.11.

The telecom industry is one of the fastest growing industries in India. India has nearly 200

million telephone lines making it the third largest network in the world after China and USA.

With a growth rate of 45%, Indian telecom industry has the highest growth rate in the world.

Subscription in Urban Areas grew from 527.50 million in December 2010 to 538.38 million at

History of Indian Telecommunications started in 1851 when the first operational land lines were

laid by the government near Calcutta (seat of British power). Telephone services were introduced

in India in 1881. In 1883 telephone services were merged with the postal system. Indian Radio

Telegraph Company (IRT) was formed in 1923. After independence in 1947, all the foreign

telecommunication companies were nationalized to form the Posts, Telephone and Telegraph

(PTT), a monopoly run by the government's Ministry of Communications. Telecom sector was

considered as a strategic service and the government considered it best to bring under state's

control. 

The first wind of reforms in telecommunications sector began to flow in 1980s when the private

sector was allowed in telecommunications equipment manufacturing. In 1985, Department of

Telecommunications (DOT) was established. It was an exclusive provider of domestic and long-

distance service that would be its own regulator (separate from the postal system). In 1986, two

wholly government-owned companies were created: the Videsh Sanchar Nigam Limited (VSNL)

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for international telecommunications and Mahanagar Telephone Nigam Limited (MTNL) for

service in metropolian areas .

In 1990s, telecommunications sector benefited from the general opening up of the economy.

Also, examples of telecom revolution in many other countries, which resulted in better quality of

service and lower tariffs, led Indian policy makers to initiate a change process finally resulting in

opening up of telecom services sector for the private sector. National Telecom Policy (NTP)

1994 was the first attempt to give a comprehensive roadmap for the Indian telecommunications

sector. In 1997, Telecom Regulatory Authority of India (TRAI) was created. TRAI was formed

to act as a regulator to facilitate the growth of the telecom sector. New National Telecom Policy

was adopted in 1999 and cellular services were also launched in the same year.

Telecommunication sector in India can be divided into two segments: Fixed Service Provider

(FSPs), and Cellular Services. Fixed line services consist of basic services, national or domestic

long distance and international long distance services. The state operators (BSNL and MTNL),

account for almost 90 per cent of revenues from basic services.

Private sector services are presently available in selective urban areas, and collectively account

for less than 5 per cent of subscriptions. However, private services focus on the

business/corporate sector, and offer reliable, high- end services, such as leased lines,

ISDN,closed user gruop and vidfocoferencing .cellular service can be further divided into two

categories .global system for mobile communication (GSM)and code division multiple access

(CDMA). The GSM sector is dominated by Airtel Vodafone Hutch and Idea cellular ,while the

CDMA sector is dominated by Reliance and Tata indicom opening up of international and

domestic long distance telephone services are the growth drivers for cellular industry cellular

operator get substantial revenue from those services.

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these services, and compensate them for reduction in tariffs on airtime, which along with rental

was the main source of revenue. The reduction in tariffs for airtime, national long distance,

international long distance, and handset prices has driven demand

Wireless Service: In Wireless (GSM, CDMA & FWP) segment airtel added 3301379 new

subscribers, which is the highest in terms of subscriber addition in January 2011. Check out the

chart below to know Service Providers’ share in net additions during the month of January 2011.

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Subscriber-additions-Jan-2011

Wire line Subscribers: In Wireline Segment BSNL still rules the market with 72.91% share

of the total market.

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Highlights of Telecom Subscription Data as on 31st January 2011

Teledensity: 

Tele density in India has reached 67.67% during January 2011.  The urban tele density is

150.67% and the rural tele density is 32.11%.  The wireless tele density is 64.74%.

Active subscriber base in VLR is 548.66 million. The proportion of VLR subscriber is

approximately 71.14% of the total wireless subscriber base reported by the service providers.

Private operators hold 87.88% of the wireless market share where as BSNL and MTNL, two

PSU operators hold only 12.22% market share.

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The Broadband subscriber base has increased from 10.92 million in December 2010 to

11.21 million in January 2011.

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AIRTEL

“Bharti Airtel limited is a leading global telecommunications company with operations in 19

countries across Asia and Africa. The company offers mobile voice & data services, fixed line,

high speed broadband, IPTV, DTH, turnkey telecom solutions for enterprises and national &

international long distance services to carriers. bharti airtel has been ranked among the six best

performing technology companies in the world by business week. bharti airtel had 200 million

customers across its operations.”

Airtel is a brand of telecommunication services in India operated by Bharti Airtel.its is the

largest cellular service provider in India in terms of number of

subscribers. Bharti Airtel owns the Airtel brand and provides the following services

under the brand name Airtel: Mobile Services (using GSM Technology), Broadband

& Telephone Services (Fixed line, Internet Connectivity (DSL) and Leased Line),

Long Distance Services and Enterprise Services (Telecommunications Consulting

for corporate). It has presence in all 23 circles of the country and covers 71% of the

current population (as of FY07).

Bharti Airtel formerly known as Bharti Tele-Ventures LTD (BTVL) is the largest cellular

service provider in Indi a, with more than 110 million subscribers as of 2009. With this, Bharti

is now the world's third-largest, single-country mobile operator and sixth-largest integrated

telecom operator. It also offers fixed line services and broadband services. It offers its

Telecom services under the Airtel brand and is headed by Sunil Bharti Mittal. The

company also provides telephone services and Internet access over DSL in 14 circles. It also

acts as a carrier for national and international long distance communication services. The

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company has a submarine cable landing station at Chennai, which connects the submarine

cable connecting Chennai and Singapore.

The businesses at Bharti Airtel have always been structured into three individual strategic

business units (SBU's) - Mobile Services, Airtel Tele media Services & Enterprise Services.

The mobile business provides mobile & fixed wireless services using GSM technology across

23 telecom circles while the Airtel Tele media Services business offers broadband &

telephone services in 95 cities and has recently launched a Direct-to-Home (DTH) service,

Airtel Digital TV. Shahrukh Khan is the brand ambassador of the mobile company and

Kareena Kapoor and Saif Ali Khan are the brand ambassadors of the DTH Company. The

company provides end-to-end data and enterprise services to the corporate customers through

its nationwide fiber optic backbone, last mile connectivity in fixed-line and mobile circles,

VSATs, ISP and international bandwidth access through the gateways and landing station.

Globally, Bharti Airtel is the 3rd largest in-country mobile operator by subscriber base,

behind China Mobile and China Unicom. In India, the company has a 24.6% share of the

wireless services market, followed by 17.7% for Reliance Communications and 17.4% for

Vodafone Essar. In January 2010, company announced that Manoj Kohili, joint managing

director and chief executive of Indian and South Asian operations, will become the chief

executive of the international business group from 1st of April 2010. He will be overseeing

Bharti's overseas business. Deputy Chief Executive Sanjay Kapoor will replace Mr. Kohli

and will be the CEO with effective from April 1 2010.

Bharti Airtel, announced launch of its 3G services in capital city of India, New Delhi and in

NCR as well. Airtel is already operating 3G mobile telephone in 7 other cities in India namely,

Begaluru, Coimbtore, Mysore, Udipi, Jaipur, Chennai and Manipal. Atul Bindal, Bharti Airtel

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(Mobile Services), said reporters that by the end of this month, Airtel will launch its services in

all 13 license circles.

The company also deploys, owns and manages passive infrastructure pertaining to telecom

operations under its subsidiary Bharti Infratel Limited. Bharti Infratel owns 42% of Indus

Towers Limited. Bharti Infratel and Indus Towers are amongst top providers of passive

infrastructure services in India.

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VODAFONE ESSAR

Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 16 telecom

circles in India Despite the official name being Vodafone Essar, its products are simply branded

Vodafone. It offers both prepaid and postpaid GSM cellular phone coverage throughout India

and is especially strong in the major metros.

Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM

technology, offering voice and data services in 16 of the country's 23 license areas.

Vodafone has not revealed any details of its 3G data plans but its customers can experience 3G

by filling a form available on vodafone.in. From this it seems Vodafone will initially offer free

was 3G trial before formally announcing its 3G data plans.

Vodafone itself was formed in 1982 as a joint venture between Racal Electronics plc's

subsidiaries Racal Strategic Radio Ltd (who won one of two UK cellular telephone network

licenses) along with Millicom and the Hambros Technology Trust. In this arrangement Racal

owned 80%, Millicom 15% and Hambros 5%. The network was known as Racal Vodafone, with

the Vodafone name being derived from the firm's goal of establishing a voice and data services

over cellular telecommunication networks. Hence VO represented voice and DA symbolized

data — yielding the name Vodafone.

Vodafone was launched on 1 January 1985 and later that year Racal Strategic Radio renamed

Racal Telecommunications Group Limited in 1985. A year later, on 29 December 1986 Racal

Electronics bought out the minority shareholders of Vodafone for GB£110 million. In September

1988 the company was again renamed Racal Telecom and on 26 October 1988 Racal Electronics

floated 20% of the company — a flotation that valued Racal Telecom at GB£1.7 billion. On 16

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September 1991 Racal Telecom was demerged from Racal Electronics as Vodafone Group and

the mobile telephony giant was born.

During the mix 1990s Vodafone began to consolidate itself on Phone the British high-street. In

July 1996 Vodafone acquired the two thirds of Talkland it did not already own for £30.6 million.

On 19 November 1996, in a defensive move, Vodafone purchased Peoples  for £77 million, a

181 store chain whose customers were overwhelmingly using Vodafone's network. In a similar

move the company acquired the 80% of Astec Communications that it did not own, a service

provider with 21 stores. This made Vodafone a very visible presence on the British high street

and significantly increased the company's share of UK mobile customers.

In 1997 Vodafone introduced its new corporate Speechmark logo. This represents a quotation

mark within a circle. With the 'O's in the Vodafone logotype being opening and closing quotation

marks, suggesting conversation

Vodafone Essar has about 116 million 2G customers in India, trailing Bharti Airtel and Reliance

Communications. Vodafone owns 67% of Vodafone Essar, with India’s Essar Group holding the

remainder. Essar Group has an option to sell its entire stake to Vodafone for $5 billion by May

2011.

Vodafone was the highest bidder to acquire the 3G License after the Bharti Airtel tele ventures.

Because of the high bidding prices as none of the operator was able to secure the 3G Spectrum

for all circles. Vodafone acquired the 3G Spectrum license for 2.5 Billion US Dollars which is

approximately 11,617 crore Indian Rupees. Regions where Vodafone will provide 3G Spectrum

Kolkata, Haryana. As these circles are considered to be the most important in Telecom Revenue

generation since Vodafone Essar Group generates 67% of its revenue from the above circle

services Mumbai , Delhi, West Bengal, Uttar Pradesh East, Maharashtra, Gujrat, Tamil Nadu,.

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To announce the launch of its 3G offering, Vodafone once again used its famous mascot, Zoo

zoo. And to denote the huge shift in technology from 2G to 3G, the Zoo Zoo has become 'Super'

Zoo Zoo to communicate faster, smarter and better services with Vodafone 3G.

“Zoo zoos" in Vodafone TV ads for IPL may resemble animated cartoon characters with an alien

look or simply a stupid egg-head character with disproportional white bodies and black dots for

eyes and mouth.

These Zoo zoo characters, in case you haven't seen them yet, have been created by O&M for

Vodafone to convey different value added services offered by the mobile phone company

including phone Backup, cricket alerts, etc.

This was something which was created purely out of textbook and is totally an Indian idea. The

characters are such that they lead simple lives, speak insane and incomprehensible language and

move in a certain way with human emotions.

But the interesting part is that Zoo zoos are not animated characters but are actually slim women

actors from local Mumbai theatres, dressed in white costumes that are stuffed with foam to

portray the characters.

Prakash Varma, who directed the Vodafone ZooZoo commercials, told Afaqs that they only had

women – and occasionally children – as their main cast to keep the hands and legs thin of the

Zoozoo characters.

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COMPARISION OF MARKETING STRATEGIES

BETWEEN

The sub main purpose of this report is to compare the marketing Strategies adopted by

Bharti Airtel and its rival Vodafone

The comparison shows how both of the companies have been challenging each other to

gain market shares.

Why Comparisons of Airtel with Vodafone

Bharti Airtel is the leader in telecommunication sector.

Bharti Airtel holds the lion share of market of communication sector.

However, Vodafone has been giving tough competition to Bharti Airtel.

Vodafone is the second largest player and share holder in Communication sector.

Since its launch Vodafone has been adopting aggressive marketing strategies

The comparison shows how Hutchison Essar Telecom. Captured 22% market share in

one month of its first launch of postpaid subscription in 2002.AD.

With a different technology Vodafone creates its own mark

Vodafone making and changing the strategy to capture the marketing shares.

Vodafone today deals in every business of communication sector.

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BRAND POSTIONING BY AIRTEL

Market segmentation:

Geographical segment (metropolitans & cities India).

Demographic segment - middle income groups.

People age group of 20 to 28 year.

Target marketing:

People who living in cities and towns.

Poor or middle income group people.

Youngsters in big cities.

Businessmen.

Positioning:

Creating brands (Sharukh khan & Sachin Tendulker).

Ads and promotions.

Promotion for study of poor children’s.

Marketing Mix:

Price : low price strategy

Place : maximum outlets and service centers

Product : verities available for various groups

Promotion : various schemes for pre-paid and post-paid

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MARKETING STRATEGIEG OF VODAFONE

Vodafone target the Rural Areas:

The main targeted customers of Vodafone are from rural India.By offering cheap and light

mobile sets Vodafone attracts most of the customers of small villages and towns.

Offering cheap handsets:

Vodafone offers cheap and free connections to all customers.

The cost for these sets was Rs-799-849-1099\set and onward.

Free support and services:

In every district and big towns Vodafone opens its service centers to provide better support and

Services.

Strong logistics and supply chain:

Vodafone has a strong logistic and supply all over India.

In every small town the potential customers can easily purchase the Vodafone SIM & Sets.

Targeting youngsters in metropolitans

Vodafone attracts youngsters by offering colorful handset at very low prices.

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BRAND POSTIONING BY VODAFONE

Market Segmentation:

Geographical segment (rural India)

Demographic segment - middle income groups

Target marketing

Target Marketing:

People living in small towns and villages.

Poor and middle income groups.

Youngsters in big cities.

Businessmen

Positioning:

Creating brands

Ads and promotions

Marketing Mix:

Price : low price strategy.

Place : maximum outlets and service centers.

Product : verities available for various groups.

Promotion : various schemes for pre-paid and post-paid.

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Services provided by Bharti Airtel

Mobile services with GSM technology.

Fixed-line connections.

National and international long distance services.

VSAT, Internet services and network solutions.

Broadband services

Services provided by Vodafone

Mobile service with GSM technology

Fixed-line telephone services

Universal internet working

VOIP (Voice Over Internet Protocol

Visual Communication

Broadband Portal

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MARKETING STRATEGIEG OF AIRTEL

People who have booked Airtel services have been treated to exclusive premiers of

blockbuster movies. Airtel has tied up with Lufthansa to offer customer bonus miles on the

German airlines frequent flier's programs.

There have been educational campaigns, image, campaigns, pre launch advertisements,

launch advertisements, congratulatory advertisements, promotional advertisements, attacking

advertisements and tactical advertisements.

The main targeted customers of Airtel are metropolitans & cities.

In every metropolitans & cities Airtel opens its service centers to provide better support an

Services.

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NEED OF THE STUDY

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NEED OF THE STUDY

Every organization has to achieve its organization goals. For this it is very essential for an

organization to know about the view of consumers and their competitive products. This survey

research may be also aimed as to estimate potential buyer for the product. The need of the study

is as under:-

To study the market share of Airtel and Vodafone industry.

To study customer buying behavior and factors which influence the purchase

decision Process.

To know how the company has been successful in aggressive marketing.

To suggest various measures of increasing the market share.

To study the level of consumer satisfaction in Airtel & Vodafone.

To study the consumer preferences.

To study the consumer trend in telecommunication sector.

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SCOPE OF THE STUDY

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SCOPE OF THE STUDY

To conduct this research the target population was the mobile users, Who are using GSM

technology.

Targeted geographic area of Delhi/ NCR. Sample size of 50 persons was taken.

To these 50 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

Sources of secondary data

Used to obtain information on, Vodafone & Bharti’s history, current issues, policies

Procedure and whatever required.

Interne

Magazine

Journals

Bharti circular store

Bharti news letters

Vodafone store

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Vadafone Minister

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OBJECTIVES OF THE STUDY

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OBJECTIVES OF THE STUDY

A comparative study on various plans and offers provided by VODAFONE and AIRTEL and

consumer response towards these plans A case study of Ghaziabad city.

OBJECTIVE:

1. How people of different age group respond to Advertisement.

2. Positioning strategies use by telecom companies and their impact onCustomer.

3. To find out relative customer perception.

4. To find out which telecom company have good plans and what type ofPlans subscriber like.

5. Role of tariff plans on the buying behavior of the customer.

6. To Study the share of Airtel & Vodafone industries.

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RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

Achieving accuracy in any research requires a deep study regarding the subject. The prime

objective of the project is to compare Airtel with the existing competitor (Vodafone) 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 REARCH METHODOLOGY

EXPLORATORY:

Type of Research carried out was Exploratory in nature. The objective of such research is to

determine the approximate area where the drawback of the company lies and also to identify the

course of action to solve it for the purpose the information provide useful for giving right

suggestion to the company

DATA COLLECTION METHOD

There are two types of methods of Data Collection:-

PRIMARY DATA

SECONDARY DATA

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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DATA USED FOR THE RESEARCH WORK WAS PRIMARY IN NATURE.

PRIMARY DATA:

Primary data is that which is collected for the first time and thus happen to be originated in

character.

QUESTIONNAIRE SURVEY:

In the studies a questionnaire is prepared. The Questionnaire consists of 15 Questions.

SECONDARY DATA

Secondary data refer to the data that has been already collected. The secondary data which has

been used to carry out this study are as follows:

• Books, Journals, Magazines, Newspaper.

• Industry report

• Company’s Internet Sites.

• some other relevant study material and Websites.

SAMPLE UNIT: - Raj nagar, Sanjaynagar, Navyug Market in Ghaziabad

The Research process was done by interacting with number of customer during the activities

performed which included Market cold calling, Canopies, etc. Sample design consists of

Random Sampling.

SAMPLE SIZE: - 50 PEOPLE

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METHOD OF COLLECTION: -

Field procedure for gathering Primary data included observation and interview schedule in which

the Questionnaire was filled by the interviewer.

Personal Interview through self Administered survey was done to collect the data, Market

research was undertaken, that was accomplished by performing various activities designed.

RESEARCH INSTRUMENT:

QUESTIONNAIRE

THE QUESTIONNAIRE WAS FORMULATED BY KEEP IN MIND THE FOLLOWING

POINTS: -

Giving the respondents. Clear comprehension of the Question.

Inducing the respondents to co0operate.

Giving instruction as to what is needed.

Identify the needs to be known.

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LIMITATION

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LIMITATION

The following were the limitation that were during the cource of the study

(I) limited time period(II)(III) less number respondent

Primary data was collected using the following techniques

1 questionnaire method

2 direct interview method

3 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 sourcing environment the work in.

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DESCRIPTIVE WORK

ON

SUBTOPIC OF STUDY

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A BRIEF HISTORY OF TELE SECTOR IN INDIA

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 Kolkata) 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 GSM900cellular services were auctioned to 22 firms in 1995. The first cellular

service was provided by, Modi Telstra in Kolkata 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,

by1999 many operators failed to pay their license fees and were in danger of having their

licenses withdrawn. In March 1999, a new telecom policy was put in place (New Telecom Policy

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[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.

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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

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 continue to languish - spate of acquisitions / mergers, with

4/5major 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, with operations 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.

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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.

Large upfront 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 upfront 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.

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DEVELOPMENT 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 penetrationrate 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 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 Scrotal 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

(December1999), Usha Martin Telecom (mid-2000) and Fascel (September 2000). Through a

partnership with local company, Kotak Mahindra Finance, Hutchison Whampoa practically

controls Fasceland 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

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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 to the 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 Vodafone and Idea cellular with one each. Bharti

and Hutchison have already commenced operations in all the circles while Idea is set to launch in

Delhi. Escotel and Vodafone 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 October2002. 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

185million shares at a floor price of Rs10. The issue was oversubscribed by more than 2.5 times,

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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.

In 2005 Hutchison Essar an Indian and hongkong telecommunication alliance was taken over by

the United Kingdom based telecommunication company name Vodafone telecomm services and

comes with the name of Vodafone Essar.

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 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

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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. Call

scan be barred, limiting access to select numbers and diverting calls to one 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.

2.3 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

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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. Consequently, operators need to

streamline their customer relation activities and adopt aggressive subscriber acquisition

and retention strategies

2.4 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 ongoing process of

liberalization.

Year Event

1851 First telephone 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

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September 1994 Guidelines for private sector participation in basic service

November 1994 Cellular license issued for metros

December 1994 Tender for cellular licenses in cities apart from 4 metros

January 1995 Tender for 2nd operator in basic service apart from DOT on circle basis

August 1995 VSNL launches Internet services

January 1996 TRAI formed

November 1998 Internet policy announced

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

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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 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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DATA ANALYSIS

AND

INTERPRETATION

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THE TOP MARKET PLAYERS OF TELECOMMUNICATION

The above figure will be show the number of subscriber according to the circle in whole over the

India & the just next figure shows revenue of the different circle by different service provider.

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INDIAN TELECOME GSM MARKET SHARE

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WIRELESS MOBILE SUBSCRIBER IN INDIA

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The mobile subscription is

exploding in India with 22.62 million mobile phone subscribers added in the month of December

2011alone! Bharti Airtel has the highest wireless mobile subscribers with 152.5 million,

followed by Vodafone.

MOBILE NUMBER PORTABILITY IMPACT TREND

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BY

BHARTI AIRTEL

Twitter Users indicating a Shift to and Away from Airtel

Problems cited by Airtel Subscribers as a Reason Behind Number Portability

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Impact of Mobile Number Portability in India

Impact of Mobile Number Portability in India based on Status Updates on Twitter

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The below figure will be shows the Mobile Number

porting

“IN” & “OUT” trends.

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FINDING & ANALYSIS

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 are28-35 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 15-21years old. They are school and college going students and carry mobile phones to

flaunt. They are15% of the total interviewed people.

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OCCUPATIONAL GRAPH

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.

SURVICE PROVIDER GRAPH

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These are the total market share of mobile user or people captured by the mobile provider

company. There two major company in mobile phone service sector Vodafone and Airtel who

respectively hold the market share with other company as 17% and 20% of total market user

segment of mobile customer.

CUSTOMER SERVICE AT AIRTEL GRAPH

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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

Airtel’s customer services, which is a very small amount.

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TYPE OF CARD GRAPH

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.

MONTHLY EXPENSES GRAPH

MONTHLY EXPENSE

600

450

200

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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.

MEANING OF SWOT ANALYSIS 61

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“SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of

planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses,

opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and

threats are external factors.”A scan of the internal and external environment is an important part

of the strategicplanning process.

Environmental factors internal to the firm usually can be classified as strengths (S) or

weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats

(T) Environmental analysis identifies opportunities and threats. And Organizational analysis

identifies strengths and weaknesses. Altogether they are commonly is referred to as a SWOT

analysis.

SWOT analysis means analyzing strengths, weaknesses, opportunities and threats.

The SWOT analysis provides information that is helpful in matching the firm's

resources and capabilities to the competitive environment in which it operates.

It is a useful strategic planning tool. It is based on the assumption that if managers

carefully review internal strengths and weaknesses and external threat and

opportunities, a useful strategy for ensuring organizational success can be

formulated. As such, it is instrumental in strategy formulation and selection.

Strength:

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A firm's strengths are its resources and capabilities that can be used as a basis for developing a

competitive advantage.

It is an important resources which enhance the competitive advantage position.

Some of the internal strengths of an organization are:

Distinctive competence in key areas

Manufacturing efficiency like exclusive access to high

grade natural resources

Skilled workforce

Adequate financial resources

Superior image and reputation such as strong brand-names

Economies of scale

Superior technological skills

Insulation from strong competitive pressures

Product or service differentiation

Proprietary technology such as patents and resultant

cost advantages from proprietary know-how

favorable access to distribution networks

Weakness

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A weakness is a condition or characteristic which puts the company at disadvantage . the absence

of certain strength may be viewed as a weakness .weakness make the organization vulnerable to

competitive pressures weakness require a close security because some of them can to be fatal.

Some of the weaknesses to be reviewed are:

No clear strategic direction

Outdated facilities

Lack of patent protection lack of innovation is complacency

Poor research and development

Lack of management vision depth and skill

Inability to raise capital

Weaker distribution network

Obsolete technology

Low employees moral

Poor track record in implementing strategy

To narrow product line

Poor marketing image

Higher overall unit cost relative to competition

A weak brand name

Poor reputation among customer

High cost structure

Lack of access to the best natural resources

Opportunities

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The external environment analysis may reveal certain new opportunities for profit and growth. an

opportunities is considered as a favorable circumstances which can be utilized for beneficial

purposes. It offered by outside environment and the management can decide as to how to make

the best uses of it. Such an opportunities may be result of a favorable change in any one or more

of the elements that constitute the external environment. It may also be created by a proactive

approach by the management in molding the environment to its own benifits.

Some of the opportunities are:

Strong economy

Possible new markets and an unfulfilled customer need

Emerging new technologies

Complacency among competing organizations

Vertical or horizontal integration

Expansion of product line to meet broader range of customer needs

Removal of international trade barriers

Loosening of regulations

Threats

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Changes in the external environmental also may present threats to the firm.

Management should anticipate such possible threats and prepare its strategies in

such a manner that any such threat is neutralized.

Some examples of such Threats include:

Shifts in consumer tastes away from the firm's products

Emergence of substitute products

New regulations

Increased trade barriers

Entry of lower cost foreign competitors Cheaper technology adopted by rivals

Rising sales of substitute products

Shortages of resources

Changing buyer needs and preferences

Recession in economy

Adverse shifts in trade policies of foreign governments

Adverse demographic changes

The SWOT Matrix

A firm need not necessarily pursue the more lucrative opportunities. Rather, it may

have a better chance at developing a competitive advantage by identifying a fit

between the firm's strengths and upcoming opportunities. In some cases, the firm

can overcome a weakness in order to prepare itself to pursue a compelling opportunity.

SWOT analysis involves evaluating a company’s internal environment in terms of strength and

weakness and the external environment in terms of opportunities and threats and formulating

strategies that take advantage of all factor ,

SWOT Analysis of Bharti Airtel

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Bharti Airtel limited is a leading global telecommunications company with operations in 19

countries across Asia and Africa. The company offers mobile voice & data services, fixed line,

high speed broadband, IPTV, DTH, turnkey telecom solutions for enterprises and national &

international long distance services to carriers. bharti airtel has been ranked among the six best

performing technology companies in the world by business week. bharti airtel had 200 million

customers across its operations.

Strengths

Bharti Airtel has more than 65 million customers (July 2008). It is the largest cellular

provider in India, and also supplies broadband and telephone services - as well as many

other telecommunications services to both domestic and corporate customers.

Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel, with

whom they hold a strategic alliance. This means that the business has access to

knowledge and technology from other parts of the telecommunications world.

The company has covered the entire Indian nation with its network. This has underpinned

its large and rising customer base.

Weaknesses

An often cited original weakness is that when the business was started by Sunil Bharti

Mittal over 15 years ago, the business has little knowledge and experience of how a

cellular telephone system actually worked. So the start-up business had to outsource to

industry experts in the field.

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Until recently Airtel did not own its own towers, which was a particular strength of some

of its competitors such as Hutchison Essar. Towers are important if your company wishes

to provide wide coverage nationally.

The fact that the Airtel has not pulled off a deal with South Africa's MTN could signal

the lack of any real emerging market investment opportunity for the business once the

Indian market has become mature.

Opportunities

The company possesses a customized version of the Google search engine which will

enhance broadband services to customers. The tie-up with Google can only enhance the

Airtel brand, and also provides advertising opportunities in Indian for Google.

Global telecommunications and new technology brands see Airtel as a key strategic

player in the Indian market. The new iPhone will be launched in India via an Airtel

distributorship. Another strategic partnership is held with BlackBerry Wireless Solutions.

Despite being forced to outsource much of its technical operations in the early days, this

allowed Airtel to work from its own blank sheet of paper, and to question industry

approaches and practices - for example replacing the Revenue-Per-Customer model with

a Revenue-Per-Minute model which is better suited to India, as the company moved into

small and remote villages and towns.

The company is investing in its operation in 120,000 to 160,000 small villages every

year. It sees that less well-off consumers may only be able to afford a few tens of Rupees

per call, and also so that the business benefits are scalable - using its 'Matchbox' strategy.

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Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea

Cellular to create a new independent tower company called Indus Towers. This new

business will control more than 60% of India's network towers. IPTV is another potential

new service that could underpin the company's long-term strategy.

Threats

Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a

5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival

Hutchison Essar. Knowledge and technology previously available to Airtel now moves

into the hands of one of its competitors.

The quickly changing pace of the global telecommunications industry could tempt Airtel

to go along the acquisition trail which may make it vulnerable if the world goes into

recession. Perhaps this was an impact upon the decision not to proceed with talks about

the potential purchase of South Africa's MTN in May 2008. This opened the door for

talks between Reliance Communication's Anil Ambani and MTN, allowing a competing

Inidan industrialist to invest in the new emerging African telecommunications market.

Bharti Airtel could also be the target for the takeover vision of other global

telecommunications players that wish to move into the Indian market.

SWOT Analysis of Vodafone Essar

Strengths 

Diversified geographical portfolio with strong mobile telecommunications operations in

Europe, the Middle East, Africa, Asia Pacific and to some extent the US

Network infrastructure

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Leading presence in emerging markets such as India

Large customer base

Weaknesses 

 Negative return on assets (ROA) underperforms key competitors like AT&T, BT Group,

Deutsche Telecom.

US business not nearly as strong as European/rest of the world operations 

80% of its business is generate in Europe (see below for explanation)

Opportunities 

Focus on cost reductions improving returns

Majority stake in Hutchison Essar in India

Research and development of new mobile technologies

Threats 

Highly competitive market

Still lags behind major competitors in the US

Extremely high penetration rates in key European markets

European Union regulation on cross-border cell phone usage by customers

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CONCLUSION

AND

SUGGESTION

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SUGGESTION

Following are the few suggestions to AIRTEL & VODAFONE for improving the market share

and image 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.

4. PRICE

* Price should be as competitive as other company maintains

* Distribution of new connection should be in reach of customer pocket

CONCLUSION

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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 in spite of so many competitors in the

market Airtel is having a good position just because every time, it tries its best to understand then

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 Vodafone. 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 lives in these areas.The other segment may be costumers of all age groups.

RECOMMENDATIONS

I have made following recommendation to the company after doing the Research there:

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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 doesn’t matches with

the sample’s quality shown before giving orders.

The company should make 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?

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BIBILIOGRPHY

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BIBLIOGRAPHY

Books:

Indian Telecom Industry by Mr. Nasreen Taheer Marketing Research –G.C. Beri

Research Methodology – C.R Kothari

Principal of Marketing – Philip kotler

Magazine:

Business India

Web Resources:

www.trai.gov.in

www.vodafone.co.in/t-aboutusttsl-organization.aspx

www.airtel.co.in/webapp/Communications/rcom/Aboutus/a boutus_home.jsp

www.wikipedia.org

www.Google.com

www.scribed .com

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Which Brand You prefer most?

Airtel

Vodafone

Idea

Reliance

Tata

How long you have been using this product?

00-02 years

02-05 years

05-10 years

More then 10 years

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Are you using the other product with Airtel?

Yes

No

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Here are the customer responses about the use of the Airtel product and other product rather than

Airtel.in this segment of survey 67 % of customer are aspire with Airtel and 33 % shown interest

in other telecom products in urban areas.

Do You collect any information search before making purchase?

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APPENDICES

QUESTIONNAIRE

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Dear Sir/Madam,

I am the student of MBA-III Semester at Abes Engineering college doing a project

“comparative analysis of the marketing Strategies of VODAFONE and AIRTEL” Please co-

operate to fill this questionnaire.

Q: - 01) Name_ _ __ _ __ _ __ _ ___ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _ __ _

Q: - 02) Sex:

(a) Male ( )

(b) Female ( )

Q: - 03) Age:

(a) 15-25 ( ) (c) 35-45 ( )

(b) Above 45 ( ) (d) 25-35 ( )

Q: - 04) Education:

(a) Matriculate ( ) (c) Graduation ( )

(b) Postgraduate ( ) (d) Intermediate ( )

Q: - 05) Name those companies which provide telecom services now a day?

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Airtel ( ) (c) Vodafone ( )

Idea ( ) (d) others ( )

Q: - 06) which mobile company services you are using now a days?

Airtel ( ) (d) Idea ( )

Vodafone ( ) (e) Reliance ( )

Other ( )

Q: - 07) Among them, which Brand you, prefer most?

Airtel ( ) (d) Idea ( )

Vodafone ( ) (e) Reliance ( )

Other ( )

Q: - 08) How long you have been using this Product?

00-02 year ( ) (c) 05-10 year ( )

02-05 year ( ) (d) more then 10 ( )

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Q: - 09) Are you using other product instead of Airtel?

(a) Yes ( )

(b) No ( )

Excellent Good Average Below Average

Q: - 10) How would you rate the experience with Brand?

Airtel

Vodafone

Other

Q: - 11) Do you collect any information search before making purchase?

(a) Yes ( )

(b) No ( )

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Q: - 12) If yes, which sources are used?

Magazines ( ) Dealers ( )

Sales Executives ( ) Operators reference ( )

Pamphlets & catalogue ( ) Reference from friends & relatives ( )

Any other ( )

Q: - 13) What are the features you look for in a product before making purchase decision?

Give preferences (1-Highest, 6- least)

Brand credibility ( ) Price and Discount ( )

Value for money ( ) Vehicle performance ( ) Add on

features or ergonomics of design ( ) After sales services and parts, network ( )

Q: - 14) Which of these marketing / sales schemes attracts you while purchasing any connection?

Good Network ( ) Discount scheme ( )

Service package ( ) Any other ( )

Q: - 15) If you have to purchase a new connection or product in near future, which Brand will

you go for and why?

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

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Q: - 16) Are you aware of various promotional activities being run by Airtel,

If yes then how are you satisfied with these promotional activities?

Very Satisfied Satisfied Somewhere

satisfied

Not satisfied

Customer Care

By Ad Films

By Camp

24 hrs call center services

Q: - 17) How would you rate Airtel performance as your expectation on 5 points scale

(5Highest?)

1 2 3 4 5

After sales services ( ) ( ) ( ) ( ) ( )

Maintenance ( ) ( ) ( ) ( ) ( )

Product as per expectation ( ) ( ) ( ) ( ) ( )

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Q: - 18 what are you suggestions for improving the product quality, service availability and parts

availability?

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

“THANKS FOR YOUR CO-OPERATION”

REGARDS “ANURAG KUMAR

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