objective of the project done (1)

8/3/2019 Objective of the Project Done (1)

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EXECUTIVE SUMMARY

In today's business world goals of an organization issues plays an important role in marketing. All most

all the organization around the world have concerned about the goals that they have attempted to

regulate them.

The project was undertaken with the aim to analysis the Goals of business organization in (Airtel).

This report also stressed upon the effect of goals of organization on the consumers, marketing isn't just

a catchphrase; it's a marketing strategy that can help you get more customers and make more money.

But only if you do it right.

Research design used was descriptive. Both primary data as well secondary data was used, primary data

was collected through interview method using questionnaires and secondary data was collected through

newspaper, articles, company Boucher and websites etc.

The findings of the analysis were positive for the company engaged in goals of Airtel as majority of

customers agreed to good & products being provided at good value for money and proper management

by the salesmen and services provider, but there were grievance about the knowledge of the goals of

organization there uses, the variety and price etc or about services being provided and about

information about the products or events being provided to customers.

It was recommended to undertakemore trade enhancement programs like Airtel Aur Aap club should

be started. The trade engagement program should consist of Recognition, Regular meetings with Airtel,

Family engagements, Monetary benefits, Gift-in-kind, Assured gifts and Leisure trips.

If businesses do not become more efficient in using these resources it will have huge impact on the

bottom line. Investing in Products thus changes from beyond doing good to ultimately good business

sense. Thus they should provide information about the goals of organization because they are going to

be the bulk consumers.


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OBJECTIVE OF THE PROJECT

Primary objective

To understand and analyze the goals of Airtel

Secondary goals

To do a SWOT analysis To study the marketing mix To do a comparative study of Airtel with other players in the market To study the marketing strategy of Airtel


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LITERATURE REVIEW

Airtel has been a pioneering force in the telecom sector with many firsts and innovations toots

credit, ranging from being the first mobile service in Delhi, first private basic telephone serviceprovider in the country, first Indian company to provide comprehensive telecomservices outside in

India in Seychelles and first private sector service provider to launch National Long Distance

Services in India. In a scenario where Telco ARPUs have been squeezed down to rock bottom and

most users prefer to go prepaid, MVAS could be the way out.Mobile value-

added services (MVAS) have led to the emergence of a fresh businessecosystem giving rise

to supporting industries such as content development and aggregation. The evolution of the MVAS

market has come in parallel with the changes and advances that have taken place in the telecom

industry. A well demarcated value chain of MVAS seem to have evolved. MVAS is now

considered as a major tool for additional revenue, service differentiation and customer retention.

One of the majors, Bharti Airtel, has been looking to MVAS to provide its next wave of growth.

According to industry estimates, Mobile VAS in India would account for 18% of the totalrevenues

generated by operators from mobile services by end 2010. For Bharti Airtel, VASaccounted for

11.8% of its total revenues

SMS revenues had risen from 4.1% in the previous fiscal to 6%. Non-voice revenues, which are

considered to be thecore MVAS category, had increased from 9.5% to 11.8%.

Airtel pre paid mobile customers in smaller cities like Mangalore, Thiruavnanthapuram, Surat,

Pune and Udaipur with basic phones priced at less than Rs. 5,000 have taken the lead. Social

networking and utility apps ranked highest on the popularity charts. Other popular categories

included books, entertainment and games. The downloads from Airtel App Central have indicated

that the Indian mobile applications model will be different from the global one. Occupying an

average of not more than 2% of available space on the customers handset per app, downloads

from Airtel App Central are being led by feature phones and not Smartphones. While 25% of theapps are free to download, the top five are subscription-based. Airtel recently launched its own

movie library, Airtel Talkies, and followed it up with another product with pre-release audio

promos of films, starting with My Name Is Khan. Then came The Japanese Wife and the initiative

has been extremely successful, commented Shireesh Mukund Joshi, Director of Marketing and

Communications at Airtel.


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Research Methodology:

Research Design:-

Research design used was descriptive. Descriptive research describes data and characteristics

about the population or phenomenon being studied. Descriptive research answers the questions

who, what, where, when and how. Although the data description is factual, accurate and

systematic, the research cannot describe what caused a situation. Thus, Descriptive research

cannot be used to create a causal relationship, where one variable affects another. In other words,

descriptive research can be said to have a low requirement for internal validity.

Descriptive research can be either quantitative or qualitative. It can involve collections of

quantitative information that can be tabulated along a continuum in numerical form, such as

scores on a test or the number of times a person chooses to use a-certain feature of a multimedia

program, or it can describe categories of information such as gender or patterns of interaction

when using technology in a group situation. Descriptive research involves gathering data that

describe events and then organizes, tabulates, depicts, and describes the data collection (Glass &

Hopkins, 1984). It often uses visual aids such as graphs and charts to aid the reader in

understanding the data distribution.

TYPES OF DATA COLLECTED:-

Data collected included both primary and secondary data.

PRIMARY DATA:- Primary data is that kind of data which is collected by the investigator

himself for the purpose of the specific study. The data such collected is original in character. The

advantage of third method of collection is the authenticity. A set of questions were put together

in the form of questionnaire with n. The method of sampling was the random method as it is

unbiased.


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SECONDARY DATA:-When an investigator uses the data that has been already collected by

others is called secondary data. The secondary data could be collected from Journals, Reports

and Various Publications. The advantages of secondary data can be economical, both in the term

of money and time spent. The researcher of the reporter also did the same and collected

secondary from various internet sites like Google.com. Altavista.com and many more. The

researchers of the reporter also visited various libraries for collection of the introduction part.

Sources of Data collection:-

Primary Data Collection: - Primary data was collected directly from the respondents.

Secondary Data Collection:- Secondary data was collected with the help of books, magazine,

internet and company brochures.


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INTRODUCTION

TO

GOAL OF AN ORGANIZATION

WHAT ARE GOALS?

Goals or objective is a desired result a person or a system envisions, plans and commits to

achievea personal or organizational desired end-point in some sort of assumed development.

Many people endeavor to reach goals within a finite time by setting deadlines.

It is roughly similar to purpose or aim, the anticipated result which guides reaction, or an end,

which is an object, either a physical object or an abstract object, that has intrinsic value.

Goals and objectives provide organizations with a blueprint that determines a course of action

and aids them in preparing for future changes. A goal can be defined as a future state that an

organization or individual strives to achieve. For each goal that an organization sets, it also sets

objectives. An objective is a short-term target with measurable results. Without clearly-defined

goals and objectives, organizations will have trouble coordinating activities and forecastingfuture events.

According to Barney and Griffin, organizational goals serve four basic functions; they provide

guidance and direction, facilitate planning, motivate and inspire employees, and help

organizations evaluate and control performance. Organizational goals inform employees where

the organization is going and how it plans to get there. When employees need to make difficult

decisions, they can refer to the organization's goals for guidance. Goals promote planning to

determine how goals will be achieved. Employees often set goals in order to satisfy a need; thus,

goals can be motivational and increase performance. Evaluation and control allows an

organization to compare its actual performance to its goals and then make any necessary

adjustments.


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According to Locke and Latham, goals affect individual performance through four

mechanisms. First, goals direct action and effort toward goal-related activities and away from

unrelated activities. Second, goals energize employees. Challenging goals lead to higher

employee effort than easy goals. Third, goals affect persistence. Employees exert more effort to

achieve high goals. Fourth, goals motivate employees to use their existing knowledge to attain a

goal or to acquire the knowledge needed to do so.

The elements of goal-setting theory are shown in Figure 1. The goal-setting model indicates that

individuals have needs and values that influence what they desire. A need is defined as a lack of

something desirable or useful. According to Maslow's hierarchy of needs, all individuals possess

the same basic needs. Individuals do, however, differ in their values. Values are defined as a

group of attitudes about a concept that contains a moral quality of like or dislike and acceptableor unacceptable. Values determine whether a particular outcome is rewarding. Employees

compare current conditions to desired conditions in order to determine if they are satisfied and

fulfilled. If an employee finds that he or she is not satisfied with the current situation, goal

setting becomes a way of achieving what he or she wants.

Research suggests that individual differences play a role in determining goal effectiveness.

Individuals may


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Research suggests that an individual's goal orientation may influence goal effectiveness.

Employees with a learning orientation desire to acquire knowledge and skills, whereas

employees with a performance goal orientation focus on the outcome rather than the

achievement process. While employees with a learning goal orientation view goals as a

challenge, employees with a performance goal orientation may view goals as a threat. Studies

provide some support that assigned goals are more effective for individuals with a learning goal

orientation. Personal and organizational goals are not always congruent. For example, as the

number of two-income families increases, work-family conflicts increase. Employees now have

to balance professional and personal goals. An employee's desire to achieve personal goals may

affect his or her motivation to achieve organizational goals. When organizational and personal

goals are not aligned, it may have a detrimental effect on performance. Self-regulation is also

important in goal setting and goal achievement. Research has shown that employees improved

self-regulation when they were trained in self-management. Self-regulation training can provide

employees with an opportunity to set specific high goals, to monitor ways the environment may

hinder goal attainment, and to identify and administer rewards for making goal progress, as well

as punishments for failing to make progress.

GOAL ATTRIBUTES

Goal-setting attributes have been the subject of extensive research. The four attributes are;

specificity, difficulty, acceptance, and commitment. Studies show that there is a direct

relationship between goal specificity and employee performance. The more specific the goal, the

less ambiguity involved and the higher the performance. When employees are given do-your-

best goals, they do not have an external reference by which they can measure their own

performance. For example, telling a salesperson to "do the best you can" is an extremely vague

goal that may not increase performance. However, "increase sales by 10 percent" is much more

specific and encourages high performance because the employee has past sales as a reference

point.


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Goal difficulty also has a direct relationship with performance. Research shows that more

difficult goals lead to higher performance, as long as the goals do not become so difficult that

employees perceive them as impossible. Unreasonable goals frustrate, rather than motivate,

employees. On the other hand, difficult but realistic goals lead to increased performance and

motivation. Research suggests that employees are highly motivated when the probability of

achieving a specific goal is 50 percent.

Goal acceptance is the degree to which employees accept a goal. Employees need to feel that the

goal is fair and consistent in order to make it their own. Even if a goal is specific and attainable,

individual acceptance is still necessary for effectiveness. Employees may reject goals for a

multitude of reasons; they feel the work is meaningless, they do not trust the organization, or

they do not receive feedback regarding their performance.

Finally, employees must be committed to the goal in order for it to be achieved. Commitment

refers to the degree to which employees are dedicated to reaching the goal, and is determined by

both situational and personal variables. Commitment to a goal can be increased by developing

goals that appeal to employees's values and needs. Employees must be convinced that the goal is

important. It should be relevant and significant to some personal value. For example, goals that

are tied to company success, and therefore job security, often appeal to employees's need for

security. It is also important that a leader or manager who is respected and credible convey the

goal to employees. Goals must be attainable for employees to be committed. While goals may be

challenging, employees should be convinced that goals are within reach. Research shows that

commitment to goals increases when employees have the opportunity to participate in goal

setting. Additionally, developing strategies is useful in helping employees achieve goals.

Organizations that provide continuous training for employees build confidence and increase

commitment to organizational goals

TYPES OF GOALS AND OBJECTIVES

Goals should be closely tied to an organization's mission and vision statement. The strategic

goals, tactical goals and objectives, and operational goals and objectives support the mission

statement of the organization.


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STRATEGIC GOALS.Strategic goals are set at the top of an organization and directly support the mission statement.

Strategic goals are related to the entire organization instead of any one department. There are

eight types of strategic goals found in organizations. The first type of strategic goal affects

market standing, for example "to control 45 percent of the market share in the United States by

the year 2011." Strategic goals regarding market standing help position a company as a market

leader in any given industry. An example of the second strategic goal, innovation, is "to develop

three new applications for use in businesses in the United States over the next three years."

Productivity, the third type of strategic goal, involves reductions in manufacturing costs or

increases in output. The fourth type of strategic goal is the efficient use of physical assets and

financial resources, such as human resources. The fifth type of strategic goal involves theorganization's profits and is usually defined in terms of return on assets or market value of

stocks. Management development and performance is the sixth type of strategic goal, which

concerns the conduct of managers as well as their continuing development. An example of this

type of strategic goal is "to increase the number of hours offered in management training courses

by 15 percent over the next year." The seventh type of strategic goal addresses the conduct of

employees, as well as the concern for their attitudes and performance. An example of this type of

strategic goal is "to reduce turnover by 12 percent over the next two years." Finally, the eighth

type of strategic goal is concerned with the public and social responsibility of the organization.

These types of goals might be concerned with reducing pollution or contributing to different

charities.

TACTICAL GOALS.Tactical goals and objectives are directly related to the strategic goals of the organization. They

indicate the levels of achievement necessary in the departments and divisions of the organization.

Tactical goals and objectives must support the strategic goals of the organization. For example, if

a strategic goal states that the organization is going to reduce total costs by 15 percent next year,

then the different departments of the company would set tactical objectives to decrease their

costs by a certain percentage so that the average of all departments equals 15 percent.


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OPERATIONAL GOALS.Operational goals and objectives are determined at the lowest level of the organization and apply

to specific employees or subdivisions in the organization. They focus on the individual

responsibilities of employees. For example, if the department's tactical goal is related to an

increase in return on assets by 5 percent, then the sales manager may have an operational

objective of increasing sales by 10 percent.

SUPER-ORDINATE GOALS.Super-ordinate goals are those goals that are important to more than one party. They are often

used to resolve conflict between groups. Through cooperating to achieve the goal, the tension

and animosity between groups is often resolved. Feelings of camaraderie are created along with

trust and friendship. Super-ordinate goals can be powerful motivators for groups to resolve their

differences and cooperate with one another. In order for them to be successful, the parties must

first perceive that there is mutual dependency on one another. The super-ordinate goal must be

desired by everyone. Finally, all parties involved must expect to receive rewards from the

accomplishment of the goal.

Goal setting approaches

Goal-setting ideally involves establishing specific, measurable, attainable, realistic and time-

targeted objectives. Work on the goal-setting theory suggests that it can serve as an effective tool

for making progress by ensuring that participants have a clear awareness of what they must do to

achieve or help achieve an objective. On a personal level, the process of setting goals allows

people to specify and then work towards their own objectives most commonly financial or

career-based goals. Goal-setting comprises a major component of personal development. A goal

can be long-term or short-term. Objectives must be realistic. This is very important for success.

Achievement of established objectives provides positive reinforcement. Defining realistic

objectives depends on carefully assessing the needs and capabilities of the community. The


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community profile, along with the strengths and weaknesses analysis should be the foundation

for establishing objectives that are most suitable for your community.

Short and long-term development objectives should be established for your community to keep

your organisation progressive and provide for ongoing community development programs. As

the process proceeds, there will be a continuous generation of new long-term objectives as

previous ones are achieved.

Setting suitable objectives requires careful thought. It involves an assessment of all the

information generated so far in the process. It is through extensive discussion and debate that a

set of realistic and appropriate objectives can be established for the community When choosing

goals and objectives, there are several approaches an organization can take. Three common

approaches are; the top-down approach, the bottom-up approach, and the interactive approach. In

the top-down approach, goal setting begins at the top of the organization. Management by

objectives (MBO) is a commonly-used top-down approach. This approach focuses on

coordinating goal setting, incentives, and feedback. Studies suggest that approximately 50

percent of large organizations currently use or have used MBO. First, upper level managers (such

as the CEO and other executives) establish the organizational mission and then determine

strategic goals. The strategic goals determine the tactical goals and objectives as they are passed

down to the next level of management.

The tactical goals in each department dictate the operational goals and objectives to individual

employees. On the lowest level, the supervisor and employee agree upon performance

objectives, as well as how goal attainment will be measured. This gives the supervisor a chance

to address employee concerns or potential obstacles to goal achievement. When the next

evaluation occurs, the supervisor and subordinate meet to assess to what extent performance

objectives have been met. The top-down approach has several advantages. It helps guarantee that

the goals and objectives of the organization are directly tied to and support the mission

statement. It increases the likelihood that ambitious goals set by upper-level managers will

trickle down to lower levels of the organization; thus, ambitious goals will be set for everyone in

the organization. However, the top-down approach has several disadvantages. Oftentimes,

members of upper-level management are so far removed from the day-to-day activities of the


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employees that the goals may be overly ambitious and unrealistic. Goals set at the top of the

organization do not change as quickly with the organization, so they are not as flexible as goals

set at the bottom of the organization. Finally, the top-down approach does not always involve

employee participation in the goal-setting process. Thus, employees may not have a sense of

ownership.

The bottom-up approach begins at the lower levels of the organization. Individuals at the bottom

of the organization's chart set the goals and objectives for members directly above. Operational

goals and objectives determine the tactical objectives, which in turn determine the strategic goals

and objectives. Finally, the organizational mission is defined according to the guidelines set by

the employees. Goals determined by bottom-up goal setting are likely to be more realistic than

those set at the top of the organization. They are more flexible and reflect the current situation ofthe organization. Finally, goals created by all levels of the organization, and by all types of

employees, are more likely to encourage employee commitment. There are disadvantages to

bottom-up goal setting. Goals and objectives formulated by bottom-up goal setting are not

always in line with the organization's mission. Often, organizations that use a bottom-up

approach lack clear direction and focus. There is no hierarchical alignment with the goals of the

organization. Another disadvantage of this type of goal setting is that the goals created by

employees are not always challenging and ambitious. Studies have shown that challenging (yet

realistic) goals are more motivational than those that are not.

The third approach to goal setting is interactive. It is a process by which employees at different

levels of the organization participate in developing goals and objectives. Top levels of the

organization begin by developing a mission statement. Managers at different levels and

departments of the organization then come together and determine the strategic goals. Next,

discussions regarding the tactical goals and objectives are decided upon by including lower-level

managers and supervisors. Finally, individuals contribute to the process by defining their ownoperational goals and objectives.

This approach to goal setting involves the consensus of many different levels of management and

frontline employees. Interactive goal setting involves discussion and cooperation among

management and employees. The interactive approach enjoys the same advantages as bottom-up


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goal setting without many of the disadvantages. Goals are more realistic and current than in the

top-down approach. Because it involves cooperation at all levels, employees feel valued and

important. Their commitment to the organization, as well as the goals, is increased. Input from

upper management helps to ensure that the goals are challenging and ambitious, which increases

motivation. There are, however, a few disadvantages to the interactive approach. It is very time

consuming because of the cooperation and consensus involved. It is also difficult to manage and

maintain. If managers do not stay actively involved, it can quickly turn into a top-down or

bottom-up approach with the disadvantages of each.

Short-term goalsShort-term goals expect accomplishment in a short period of time, such as trying to get a bill

paid in the next few days. The definition of a short-term goal need not relate to any specific

length of time. In other words, one may achieve (or fail to achieve) a short-term goal in a day,

week, month, year, etc. The time-frame for a short-term goal relates to its context in the overall

time line that it is being applied to. For instance, one could measure a short-term goal for a

month-long project in days; whereas one might measure a short-term goal for someones lifetime

in months or in years. Planners usually define short-term goals in relation to a long-term goal or

goals.

Personal goalsIndividuals can set personal goals. A student may set a goal of a high mark in an exam. An

athlete might run five miles a day. A traveler might try to reach a destination-city within three

hours. Financial goals are a common example, to save for retirement or to save for a purchase.

Managing goals can give returns in all areas of personal life. Knowing precisely what one wants

to achieve makes clear what to concentrate and improve on, and often subconsciously prioritizes

that goal.

Goal setting and planning ("goal work") promotes long-term vision and short-term motivation. It

focuses intention, desire, acquisition of knowledge, and helps to organize resources.


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Achieving personal goalsAchieving complex and difficult goals requires focus, long-term diligence and effort. Success in

any field requires forgoing excuses and justifications for poor performance or lack of adequate

planning; in short, success requires emotional maturity. The measure of belief that people havein their ability to achieve a personal goal also affects that achievement.

Long term achievements rely on short-term achievements. Emotional control over the small

moments of the single day makes a big difference in the long term.

One formula for achievement reads A= I*Mwhere A = achievement, I = intelligence, and M =

motivation. When motivation equals zero, achievement always equals zero, no matter the degree

of intelligence. Similarly for intelligence: if intelligence equals zero, achievement always equals

zero. The higher the combination of both intelligence and the motivation, the higher the

achievement.

GOAL MANAGEMENT IN ORGANIZATIONS

Organizationally, goal management consists of the process of recognizing or inferring goals of

individual team-members, abandoning no longer relevant goals, identifying and resolving

conflicts among goals, and prioritizing goals consistently for optimal team-collaboration and

effective operations.

For any successful commercial system, it means deriving profits by making the best quality

of goods or the best quality of services available to the end-user (customer) at the best

possible cost. Goal management includes:

Assessment and dissolution of non-rational blocks to success Time management Frequent reconsideration (consistency checks) Feasibility checks Adjusting milestones and main-goal targets


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Morten Lind and J.Rasmussen distinguish three fundamental categories of goals related to

technological system management

1. Production goal2. Safety goal3. Economy goal

An organizational goal-management solution ensures that individual employee goals and

objectives align with the vision and strategic goals of the entire organization. Goal-management

provides organizations with a mechanism to effectively communicate corporate goals and

strategic objectives to each person across the entire organization. The key consists of having it all

emanate from a pivotal source and providing each person with a clear, consistent organizational-

goal message. With goal-management, every employee understands how their efforts contribute

to an enterprise's success.

An example of goal types in business management:

Consumer goals: this refers to supplying a product or service that the market/consumer wants Product goals: this refers to supplying a product outstanding compared to other products

perhaps due to the likes of quality, design, reliability and novelty

Operational goals: this refers to running the organization in such a way as to make the bestuse of management skills, technology and resources

Secondary goals: this refers to goals which an organization does not regard as priorities

FEEDBACK AND EVALUATION

Employees should be provided with specific performance-related feedback to help themdetermine if they are achieving their goals. Frequent feedback is beneficial because it allows

employees to adjust their level of effort to achieve their goals. Feedback from management

should consistently be provided. However, feedback can also come from coworkers or

customers. It may be in the form of tallies, charts, or graphs that depict performance over

time. Feedback not only allows employees to assess their accomplishments, but it also

provides them with the continued motivation to achieve their goals.


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Not only should the employees be evaluated, but goals should be evaluated periodically.Because organizations face many changes, goals need to be flexible enough so that

organizations can respond to dynamic environments. Goals that were set at the beginning

of the year may not be realistic at the end of the year. When organizations set goals that

are unattainable or unrealistic in the long or short run, employees become unmotivated.

When evaluating the appropriateness of a goal, managers should determine whether or

not the goal covers the most important aspects of performance. Are the goals realistic yet

ambitious enough to motivate employees? Objectives should be measurable and specific.

Objectives that are not measurable are often not directly tied to the organization's overall

mission. They should be linked to rewards that are valued by employees and associated

with specific time periods.

Goal setting is a commonly used motivational approach. Numerous studies have shownthat that goal setting is related to profit and performance. In one study, goal setting led to

improved productivity in 95 percent of the organizations. It also led to a 16 percent

increase in worker productivity. Additionally, 61 percent of organizations surveyed used

goal-setting theory specifically to increase performance. Organizations that set goals

experienced higher levels of annual profit than those that did not. Therefore, goal setting

is a powerful way to increase organizational effectiveness and employee performance.

While goal setting is advantageous to organizations, as well as employees, it is not aneasy process to undertake. Managers sometimes underestimate the difficulty involved in

setting goals. They are attracted to the benefits without understanding the limitations.

Often beneficial are training courses on how to set goals, as well as a continuous follow-

up process that involves all areas of the organization. Follow-up and refresher courses are

often necessary to keep employees and managers focused on the goal-setting process. By

offering courses that involve both managers and frontline employees, organizations are

able to increase the level of consensus when it comes time to define goals.


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COMPANYS PROFILE

Bharti Airtel

Bharti Airtel Limited ( commonly known as Airtel, is an Indian telecommunications company

that operates in 19 countries across South Asia, Africa and the Channel Islands. It operates

a GSM networkin all countries, providing 2G or 3G services depending upon the country of

operation. Airtel is the fifth largest telecom operator in the world with over 207.8 million

subscribers across 19 countries at the end of 2010. It is the largest cellular service

provider in India, with over 164.61 million subscribers at the end of 2011 April. Airtel is the 3rd

largest in-country mobile operator by subscriber base, behind China Mobile and China Unicom.

Airtel also offers fixed line services and broadband services. It offers its telecom services under

the Airtel brand and is headed by Sunil Bharti Mittal. Bharti Airtel is the first Indian telecom

service provider to achieve this Cisco Gold Certification. To earn Gold Certification, Bharti

Airtel had to meet rigorous standards for networking competency, service, support and customer

satisfaction set forth by Cisco. The company also provides land-line telephone services and

broadband Internet access (DSL) in over 96 cities in India. It also acts as a carrier for national

and international long distance communication services. The company has a submarine cable

landing station at Chennai, which connects the submarine cable connecting Chennai and Singapore.

It is known for being the first mobile phone company in the world to outsource everything except

marketing and sales and finance. Its network (base stations, microwave links, etc.) are

maintained by Ericsson, Nokia Siemens Networkand Huawei, business support by IBM and

transmission towers by another company (Bharti Infratel Ltd. in India). Ericsson agreed for the

first time, to be paid by the minute for installation and maintenance of their equipment rather

than being paid up front. This enabled the company to provide pan-India phone call rates of Rs.

1/minute (U$0.02/minute). Call rates have come down much further. During the last financial

year [2009-10], Bharti has roped in a strategic partner Alcatel-Lucent to manage the network

infrastructure for the Telemedia Business.
http://en.wikipedia.org/wiki/Telecommunicationshttp://en.wikipedia.org/wiki/South_Asiahttp://en.wikipedia.org/wiki/Africahttp://en.wikipedia.org/wiki/Channel_Islandshttp://en.wikipedia.org/wiki/GSM_networkhttp://en.wikipedia.org/wiki/2Ghttp://en.wikipedia.org/wiki/3Ghttp://en.wikipedia.org/wiki/List_of_mobile_network_operatorshttp://en.wikipedia.org/wiki/List_of_mobile_network_operators_of_Indiahttp://en.wikipedia.org/wiki/List_of_mobile_network_operators_of_Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/China_Mobilehttp://en.wikipedia.org/wiki/China_Unicomhttp://en.wikipedia.org/wiki/Sunil_Bharti_Mittalhttp://en.wikipedia.org/wiki/Ciscohttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Ericssonhttp://en.wikipedia.org/wiki/Nokia_Siemens_Networkhttp://en.wikipedia.org/wiki/Huaweihttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/Alcatel-Lucenthttp://en.wikipedia.org/wiki/Alcatel-Lucenthttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/Huaweihttp://en.wikipedia.org/wiki/Nokia_Siemens_Networkhttp://en.wikipedia.org/wiki/Ericssonhttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Ciscohttp://en.wikipedia.org/wiki/Sunil_Bharti_Mittalhttp://en.wikipedia.org/wiki/China_Unicomhttp://en.wikipedia.org/wiki/China_Mobilehttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/List_of_mobile_network_operators_of_Indiahttp://en.wikipedia.org/wiki/List_of_mobile_network_operators_of_Indiahttp://en.wikipedia.org/wiki/List_of_mobile_network_operatorshttp://en.wikipedia.org/wiki/3Ghttp://en.wikipedia.org/wiki/2Ghttp://en.wikipedia.org/wiki/GSM_networkhttp://en.wikipedia.org/wiki/Channel_Islandshttp://en.wikipedia.org/wiki/Africahttp://en.wikipedia.org/wiki/South_Asiahttp://en.wikipedia.org/wiki/Telecommunications


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History

Sunil Bharti Mittal founded the Bharti Group. In 1983, Sunil Mittal was into an agreement with

Germany's Siemens to manufacture the company's push-button telephone models for the Indian

market. In 1986, Sunil Bharti Mittal incorporated Bharti Telecom Limited (BTL) and his

company became the first in India to offer push-button telephones, establishing the basis of

Bharti Enterprises. This first-mover advantage allowed Sunil Mittal to expand his manufacturing

capacity elsewhere in the telecommunications market. By the early 1990s, Sunil Mittal had also

launched the country's first fax machines and its first cordless telephones. In 1992, Sunil Mittal

won a bid to build a cellular phone network in Delhi. In 1995, Sunil Mittal incorporated the

cellular operations as Bharti Tele-Ventures and launched service in Delhi. In 1996, cellular

service was extended to Himachal Pradesh. In 1999, Bharti Enterprises acquired control of JT

Holdings, and extended cellular operations to Karnataka and Andhra Pradesh. In 2000, Bharti

acquired control of Skycell Communications, in Chennai. In 2001, the company acquired control

of Spice Cell in Calcutta. Bharti Enterprises went public in 2002, and the company was listed on

Bombay Stock Exchange and National Stock Exchange of India. In 2003, the cellular phone

operations were rebranded under the single Airtel brand. In 2004, Bharti acquired control of

Hexacom and entered Rajasthan. In 2005, Bharti extended its network to Andaman andNicobar.'2009, Airtel launched its first international mobile network in Sri Lanka. In 2010, Airtel

began operating in Bangladesh.

Today, Airtel is the largest cellular service provider in India and fifth largest in the world.


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Board of directors


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21

Worldwide Presence

Airtel is the 5th largest mobile operator in the world in terms of subscriber base and has a

commercial presence in 19 countries and theChannel Islands.

Its area of operations include:

The Indian Subcontinent: Airtel Bangla, in Bangladesh Airtel, in India Airtel Sri Lanka, in Sri Lanka

Airtel Africa, which operates in 16 African countries: Burkina Faso, Chad, Democratic Republic of the Congo, Republic of the

Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria, Seychelles, Sierra

Leone, Tanzania, Uganda andZambia.

The British Crown Dependency islands of Jersey and Guernsey, under the brandname Airtel-Vodafone, through an agreement with Vodafone.

Airtel operates in the following countries:

Country Site Remarks

Bangladesh bd.airtel.com

Airtel Bangladesh

had about 3.2

million customers

at the end of

2010.[7]
http://en.wikipedia.org/wiki/Channel_Islandshttp://en.wikipedia.org/wiki/Indian_Subcontinenthttp://en.wikipedia.org/wiki/Airtel_Banglahttp://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Bharti_Airtel_Lankahttp://en.wikipedia.org/wiki/Sri_Lankahttp://en.wikipedia.org/wiki/Airtel_Africahttp://en.wikipedia.org/wiki/Burkina_Fasohttp://en.wikipedia.org/wiki/Chadhttp://en.wikipedia.org/wiki/Democratic_Republic_of_the_Congohttp://en.wikipedia.org/wiki/Republic_of_the_Congohttp://en.wikipedia.org/wiki/Republic_of_the_Congohttp://en.wikipedia.org/wiki/Gabonhttp://en.wikipedia.org/wiki/Ghanahttp://en.wikipedia.org/wiki/Kenyahttp://en.wikipedia.org/wiki/Madagascarhttp://en.wikipedia.org/wiki/Malawihttp://en.wikipedia.org/wiki/Nigerhttp://en.wikipedia.org/wiki/Nigeriahttp://en.wikipedia.org/wiki/Seychelleshttp://en.wikipedia.org/wiki/Sierra_Leonehttp://en.wikipedia.org/wiki/Sierra_Leonehttp://en.wikipedia.org/wiki/Tanzaniahttp://en.wikipedia.org/wiki/Ugandahttp://en.wikipedia.org/wiki/Zambiahttp://en.wikipedia.org/wiki/Crown_Dependencyhttp://en.wikipedia.org/wiki/Airtel-Vodafonehttp://en.wikipedia.org/wiki/Vodafonehttp://en.wikipedia.org/wiki/Bangladeshhttp://www.bd.airtel.com/http://www.bd.airtel.com/http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-6http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-6http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-6http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-6http://www.bd.airtel.com/http://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/Vodafonehttp://en.wikipedia.org/wiki/Airtel-Vodafonehttp://en.wikipedia.org/wiki/Crown_Dependencyhttp://en.wikipedia.org/wiki/Zambiahttp://en.wikipedia.org/wiki/Ugandahttp://en.wikipedia.org/wiki/Tanzaniahttp://en.wikipedia.org/wiki/Sierra_Leonehttp://en.wikipedia.org/wiki/Sierra_Leonehttp://en.wikipedia.org/wiki/Seychelleshttp://en.wikipedia.org/wiki/Nigeriahttp://en.wikipedia.org/wiki/Nigerhttp://en.wikipedia.org/wiki/Malawihttp://en.wikipedia.org/wiki/Madagascarhttp://en.wikipedia.org/wiki/Kenyahttp://en.wikipedia.org/wiki/Ghanahttp://en.wikipedia.org/wiki/Gabonhttp://en.wikipedia.org/wiki/Republic_of_the_Congohttp://en.wikipedia.org/wiki/Republic_of_the_Congohttp://en.wikipedia.org/wiki/Democratic_Republic_of_the_Congohttp://en.wikipedia.org/wiki/Chadhttp://en.wikipedia.org/wiki/Burkina_Fasohttp://en.wikipedia.org/wiki/Airtel_Africahttp://en.wikipedia.org/wiki/Sri_Lankahttp://en.wikipedia.org/wiki/Bharti_Airtel_Lankahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/Airtel_Banglahttp://en.wikipedia.org/wiki/Indian_Subcontinenthttp://en.wikipedia.org/wiki/Channel_Islands


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Burkina Faso africa.airtel.com/burkina

Airtel Burkina Faso

is the dominant

player with

1,433,000

customers

representing 50%

market share.[8]

Chad africa.airtel.com/chad

Airtel Chad is the

no. 1 operator with

69% market

share.[8]

Democratic Republic of the Congo africa.airtel.com/drc

Airtel is the market

leader with almost 5

million customers

at the end of 2010.

Gabon africa.airtel.com/gabon

Airtel Gabon has

829,000 customers

and its market share

stood at 61%.[9]

Ghana africa.airtel.com/ghana

Airtel Ghana hadabout 1.76 million

customers at the

end of 2010.[10]
http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-6http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-6http://en.wikipedia.org/wiki/Burkina_Fasohttp://africa.airtel.com/burkinahttp://africa.airtel.com/burkinahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Chadhttp://africa.airtel.com/chadhttp://africa.airtel.com/chadhttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Democratic_Republic_of_the_Congohttp://africa.airtel.com/drchttp://africa.airtel.com/drchttp://en.wikipedia.org/wiki/Gabonhttp://africa.airtel.com/gabonhttp://africa.airtel.com/gabonhttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-8http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-8http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-8http://en.wikipedia.org/wiki/Ghanahttp://africa.airtel.com/ghanahttp://africa.airtel.com/ghanahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-9http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-9http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-9http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-9http://africa.airtel.com/ghanahttp://en.wikipedia.org/wiki/Ghanahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-8http://africa.airtel.com/gabonhttp://en.wikipedia.org/wiki/Gabonhttp://africa.airtel.com/drchttp://en.wikipedia.org/wiki/Democratic_Republic_of_the_Congohttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://africa.airtel.com/chadhttp://en.wikipedia.org/wiki/Chadhttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://africa.airtel.com/burkinahttp://en.wikipedia.org/wiki/Burkina_Faso


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23

India airtel.in

Airtel is the market

leader with almost

152.5 million

customers at the

end of 2010.[11]

Kenya africa.airtel.com/kenya

Airtel Kenya is the

second largest

operator and has 4

million

customers.[12]

Madagascar africa.airtel.com/madagascar

Airtel holds second

place in the mobile

telecom market in

Madagascar, has a

39% market share

and over 1.4 million

customers.

Malawi africa.airtel.com/malawi

Airtel Malawi is the

market leader with

a market share of

72%.

Niger africa.airtel.com/niger

Airtel Niger is the

market leader with

a 68% market
http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-9http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-9http://en.wikipedia.org/wiki/Indiahttp://www.airtel.in/http://www.airtel.in/http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-10http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-10http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-10http://en.wikipedia.org/wiki/Kenyahttp://africa.airtel.com/kenyahttp://africa.airtel.com/kenyahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-11http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-11http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-11http://en.wikipedia.org/wiki/Madagascarhttp://africa.airtel.com/madagascarhttp://africa.airtel.com/madagascarhttp://en.wikipedia.org/wiki/Malawihttp://africa.airtel.com/malawihttp://africa.airtel.com/malawihttp://en.wikipedia.org/wiki/Nigerhttp://africa.airtel.com/nigerhttp://africa.airtel.com/nigerhttp://africa.airtel.com/nigerhttp://en.wikipedia.org/wiki/Nigerhttp://africa.airtel.com/malawihttp://en.wikipedia.org/wiki/Malawihttp://africa.airtel.com/madagascarhttp://en.wikipedia.org/wiki/Madagascarhttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-11http://africa.airtel.com/kenyahttp://en.wikipedia.org/wiki/Kenyahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-10http://www.airtel.in/http://en.wikipedia.org/wiki/India


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24

share.

Nigeria ng.airtel.com

Republic of the Congo africa.airtel.com/congob

Airtel Congo is the

market leader with

a 55% market

share.

Seychelles africa.airtel.com/seychelles

Airtel is the leading

comprehensive

telecommunications

services providers

with over 55%

market share of

mobile market in

Seychelles.

Sierra Leone africa.airtel.com/sierra

Sri Lanka airtel.lk

Airtel Lanka

commenced

operations on 12

January 2009. Ithad about 1.8

million mobile

customers at the

end of 2010.[14]
http://en.wikipedia.org/wiki/Nigeriahttp://www.ng.airtel.com/http://www.ng.airtel.com/http://en.wikipedia.org/wiki/Republic_of_the_Congohttp://africa.airtel.com/congobhttp://africa.airtel.com/congobhttp://en.wikipedia.org/wiki/Seychelleshttp://africa.airtel.com/seychelleshttp://africa.airtel.com/seychelleshttp://en.wikipedia.org/wiki/Sierra_Leonehttp://africa.airtel.com/sierrahttp://africa.airtel.com/sierrahttp://en.wikipedia.org/wiki/Sri_Lankahttp://www.airtel.lk/http://www.airtel.lk/http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-13http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-13http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-13http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-13http://www.airtel.lk/http://en.wikipedia.org/wiki/Sri_Lankahttp://africa.airtel.com/sierrahttp://en.wikipedia.org/wiki/Sierra_Leonehttp://africa.airtel.com/seychelleshttp://en.wikipedia.org/wiki/Seychelleshttp://africa.airtel.com/congobhttp://en.wikipedia.org/wiki/Republic_of_the_Congohttp://www.ng.airtel.com/http://en.wikipedia.org/wiki/Nigeria


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Tanzania africa.airtel.com/tanzania

Airtel Tanzania is

the market leader

with a 38% market

share.[8]

Uganda africa.airtel.com/uganda

Airtel Uganda

stands as the no. 2

operator with a

market share of

38%.[8]

Zambia africa.airtel.com/zambia

Channel Islands : Jersey and

Guernsey

airtel-vodafone.je

Mobile

Airtel has nationwide presence and is the market leader with a market share of almost

completely(as of May 2010). It is 6th most valued brand according to an annual survey

conducted by Brand Finance and The Economic Times in 2010.[15]

On 19 October 2004, Airtel announced the launch of a BlackBerry Wireless Solution in India.

The launch is a result of a tie-up between Bharti Tele-Ventures Limited and Research In

Motion (RIM).
http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-13http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-13http://en.wikipedia.org/wiki/Tanzaniahttp://africa.airtel.com/tanzaniahttp://africa.airtel.com/tanzaniahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Ugandahttp://africa.airtel.com/ugandahttp://africa.airtel.com/ugandahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://en.wikipedia.org/wiki/Zambiahttp://africa.airtel.com/zambiahttp://africa.airtel.com/zambiahttp://en.wikipedia.org/wiki/Channel_Islandshttp://en.wikipedia.org/wiki/Jerseyhttp://en.wikipedia.org/wiki/Guernseyhttp://en.wikipedia.org/wiki/Guernseyhttp://www.airtel-vodafone.je/http://www.airtel-vodafone.je/http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-top10-14http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-top10-14http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-top10-14http://en.wikipedia.org/wiki/Research_In_Motionhttp://en.wikipedia.org/wiki/Research_In_Motionhttp://en.wikipedia.org/wiki/Research_In_Motionhttp://en.wikipedia.org/wiki/Research_In_Motionhttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-top10-14http://www.airtel-vodafone.je/http://en.wikipedia.org/wiki/Guernseyhttp://en.wikipedia.org/wiki/Jerseyhttp://en.wikipedia.org/wiki/Channel_Islandshttp://africa.airtel.com/zambiahttp://en.wikipedia.org/wiki/Zambiahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://africa.airtel.com/ugandahttp://en.wikipedia.org/wiki/Ugandahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-Zain.com-7http://africa.airtel.com/tanzaniahttp://en.wikipedia.org/wiki/Tanzania


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The Apple iPhone 3G was rolled out in India on 22 August 2008 by Airtel & Vodafone. Both the

cellular service providers rolled out their Apple iPhone 3GS in the first quarter of 2010.

However, high prices and contract bonds discouraged consumers and it was not as successful for

both the service providers as much as the iPhone is successful in other markets of the world.

The Apple iPhone 4was introduced on 27 May 2011 by Airtel & Aircel.

3G

On May 18, 2010, 3G spectrum auction was completed and Airtel will have to pay the Indian

government 12,295 crore (US$2.74 billion) for spectrum in 13 circles, the most amount spent

by an operator in this auction. Airtel won 3G licences in 13 telecom circles of

India: Delhi, Mumbai, Andhra Pradesh, Karnataka, Tamil Nadu, Uttar Pradesh

(east), Rajasthan, West Bengal, Himachal Pradesh, Bihar, Assam, North East, Jammu &

Kashmir.

On 20 September 2010, Bharti Airtel said that it has given contracts to Ericsson India, Nokia

Siemens Networks (NSN) and Huawei Technologies to set up infrastructure for providing 3G

services in the country. These vendors will plan, design, deploy and maintain 3G-HSPA (third

generation, high speed packet access) networks in 13 telecom circles where the company has

won 3G licences. While Bharti Airtel has awarded network contracts for seven 3G circles to

Ericsson India, NSN would manage networks in three circles. Chinese telecom equipment

vendor Huawei Technologies has been introduced as the third partner for three circles.[17]

On January 24, 2011, Airtel launched 3G services in Bangalore, Karnataka - its largest circle by

revenue. With this launch, Airtel became the third private operator (fifth overall) to launch its 3G

services in the country following Reliance Communications and Tata Docomo.[18]On January

27, 2011, Airtel launched 3G in Chennai and Coimbatore.

On August 3, 2011, Airtel launched 3G in Maharashtra & Goa with 3G network sharing

agreement between idea.

Airtel plans to cover 1,500 cities across 13 circles by the end of March 2012. The company,

which has 3G licences for 13 circles, is also in talks with other service providers to roll out the

services in the remaining 10 circles as part of its roaming offerings.[19]
http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/IPhone_3Ghttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/IPhone_3GShttp://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/IPhone_4http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Northeast_Indiahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Ericssonhttp://en.wikipedia.org/wiki/Nokia_Siemens_Networkshttp://en.wikipedia.org/wiki/Nokia_Siemens_Networkshttp://en.wikipedia.org/wiki/Huaweihttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-16http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-16http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-16http://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-17http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-17http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-17http://www.teletechnology.in/?p=3512http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-18http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-18http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-18http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-18http://www.teletechnology.in/?p=3512http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-17http://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-16http://en.wikipedia.org/wiki/Huaweihttp://en.wikipedia.org/wiki/Nokia_Siemens_Networkshttp://en.wikipedia.org/wiki/Nokia_Siemens_Networkshttp://en.wikipedia.org/wiki/Ericssonhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Northeast_Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/IPhone_4http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/IPhone_3GShttp://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/IPhone_3Ghttp://en.wikipedia.org/wiki/Apple_Inc.


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27

ORGANIZATIONAL STRUCTURE
http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-18http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-18http://en.wikipedia.org/wiki/Bharti_Airtel#cite_note-18


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SIPOC- BHARTI AIRTEL

There are 5 steps in the SIPOC process.

1. Supplier2. Inputs3. Process4. Outputs5. Customers
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Mission and vision

VISION:

To make mobile communications a way of life and be the customers' first choice

MISSION:

We will meet the mobile communication needs of our customers through:

Error-free service delivery

Innovative products and services

Cost efficiency

Unified Messaging Solutions

SITUATION ANALYSIS

SWOT ANALYSIS-

Strength

Market Leader Recognized Globally Strong Brand Image Strong New Business Development team Strong Financials Largest Telecom Player 22.6% It is the largest cellular service provider in India with a subscriber base of over 135

million (June2010) and market share of 29.2%.Airtel is currently operating in 18 different

countries in Asia and Africa which reflects its globalpresence.
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. Airtel is in with strategic alliance with majors from other telecom leaders like Ericsson,Nokia

Siemens Network and Sing Tel which gives insight into other areas oftelecommunication.

Mobile Business Unit of Airtel is a profit making division where profits soared by 3% toRs.8227crore giving enough cash in hand.

Tie-ups with BlackBerry Wireless Solution, Apple Iphone 3G and Facebook give accessto

emerging new growth markets

Weakness

Outsourcing of core system Network Coverage Airtel outsources everything except marketing and sales which makes it dependent on

other players.

2. Dominance within India is limited to circles in Northern and Eastern India with highcompetition in Southern India.

Airtel focuses on nationwide advertisement strategies which give other regional playersto dominate in several regions.

Bharti did not own majority of its own network towers which hampers the coverage areaand give advantage to its competitors

Opportunities

Low Broadband Penetration, Rural Telephony Bharti InfratelCutting Down cost in rural area Current Tele-Density30.6 is still low among developing countries
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With the help of its wide national presence Airtel can aggressively venture into newemerging areas like mobile banking, 3G Technology

Strategic position of Airtel in international market can help to acquire new businessdivisions another countries to expand the business horizontally.

With the huge cash base Airtel can hugely invest in innovative products like AirtelWorldwide

SIM and Airtel App Central which is Indias first mobile app store. The company can promote its worldwide presence by sponsoring more international

events like

Twenty-20 World Cup and UEFA Champions LeagueThreats

Falling ARPU Intense Competition & Shortage of Bandwidth New Players coming in India Uncertain Economic Condition Companies like Virgin and Tata Docomo are aggressively targeting younger generation

with their new innovative products and applications, thereby reducing the market share of

Airtel.

PORTERS 5 FORCES

Mobile Services Industry Structure: Mobile services in India are fast growing with a YoY

growth rate of58.17% in 2008 and 50.06% in 2009. There are multiple service providers with as

many as 12-13 service providers in all circles.6 While Circle A, Circle B and Metro circle is

already nearing very high penetration levels, Circle C subscription base is increasing at the

fastest rate, ensuring a high rate of increase in the overall subscription base.9
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1. Threat of new entrants-HIGH

Department of Telecom and the Telecom Regulatory Authority of India (TRAI) are thepolicy formulating and regulatory bodies.

TRAIs stated objective is to encourage greater competition in the telecom sectortogether with better quality and affordable prices and in line with that, has been

following a liberal regulatory regime

The government presently allows FDI of 76% in the sector, encouraging foreign players to enter the Indian market. The sector offers tremendous growth opportunity. By 2012, total telecom penetration in rural markets is expected to reach 40% compared to the current tile-density of 16.6%.7

Given the profit opportunities and regulatory environment, threat of new entrants is high.

2. Bargaining Power of buyers- VERY HIGH

Lack of product differentiation- The product offering is similar from almost all playerswith the same basic product and similar value added services. There are short term that

one player may have from innovation/ first mover advantage into a new value added

service, but these are soon offered by competitors as well

. Extremely low switching costs in moving from 1 service provider to another Multiple service providers- very wide variety of choice for the customers. Competitive landscape implies consistently better offers and deals for customers.

3. Bargaining power of suppliers-VERY LOW

Airtel outsources most of its operations. Since contracts are allocated to the highestbidder, Airtel only looks at getting the best deal. This mechanism provides Airtel with

flexibility.

Network outsourcing/maintenance partners: Ericsson(15 circles), Siemens(7circles),Huawei IT system partner: IBM

Tower maintenance and other infrastructure: Bharti Infratel and Indus towers
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Call center partners: IBM Daksh, Nortel, Hinduja TMT, Tele performance, Mphasis, Firstsource &Aegis

4. Pressure from substitutes-HIGH

The communications space is very dynamic with new technology (3G and 4G) and products

flooding the market. Mobile services are competing with products such as

Wired-lines CDMA Video telephony Tata/ Reliance- Walky phones Internet telephony- Skype, google, fringetc VSAT phones

Additionally, data services on cellular phones have become an essential product feature. On this

front, mobile services face a significant threat from local ISPs, broadband service, leased lines,

Blackberry and iPad.

5. Current Rivalry

Airtel is the current market leader in the mobile service (GSM) sector with 31% market share.

Vodafone, BSNL, Idea are its major competitors.

6. Category Capacity:

As of January 2010, the overall tele-density was recorded at 49.5 per cent with a total telephone

subscriber base of 581.81 million.by 2012, the total telecom subscriber base is expected to reach

approximately 700 million to include about 650 million wireless users and approximately50

million fixed line users, driven by a rise in the demand for communications from semi-urban

Rural India.
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Objectives of Competitors

Below are the current objectives of the competitors, an assessment of these objectives can give a

brief idea about the current strategy of the competitors and how aggressive it will be in future.1) Vodafone Essar: Vodafone Essar is the Indian subsidiary of Vodafone group; previously it

was Essar who was in the telecom area since 1994.Companys main objective is to leverage

theglobal position of Vodafone n India as well and become the top player in terms of market

share as well as revenue in Indian circle.

2) Reliance: ADA Groups flagship company, Reliance Communications objectives include

focus on customer delight and hence business productivity and to offer communication services

in allto all individual customers and business in India.

3) Idea: Idea is one of the few companies that are seen as an innovative, customer focused

brand.

Its vision is to expand its mobile operations to all sectors of people according to their individual

needs. It also aims to expand its coverage area nationally as well as internationally to cater to

more consumers.

4) Aircel: Aircel is one of the recent entrants into the telecom sector with the aim of becoming

Indias pioneer in mobile technology and mobile services. With its aggressive marketing

campaign it has already gained a significant amount of market share. And hence company is

aiming to continue its growth in whole of India

5) Tata Docomo: Docomo is the global leader in Value Added Services. Its collaboration with

Tata as Tata Docomo was launched in 2009. Despite its late entry into telecom sector Tata

Docomo is aiming at broaden its telephone services to include Mobile Services, Wireless

Desktop Phones, Public Booth Telephony and Wire-line Services.

6) BSNL:BSNL is World's 7th largest Telecommunications Company providing comprehensiverange of telecom services. With its wide coverage area in terms of rural penetration in not only

Mobile Telephony but also in broadband has contributed in achieving top position. BSNL is

looking forward to maintain this position in coming year
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COMPETITOR STRATEGY

A brief analysis of all major competitor strategy is listed under;

1. Vodafone Essar: Vodafone is a British Telecom giant and took over Hutchison Essars

operations in India in February 2007. Ever since, Vodafone has concentrated on building its

image as customer friendly organization as is reflected in its tagline Happy to help. With its

aggressive telemarketing campaign, Vodafone has been able to maintain its market share over

the last one year.

2. BSNL/MTNL: BSNL and MTNL are GoI owned telecom companies. While BSNL is the all

India operator, MTNL operates exclusively in the metros. Indian consumers faith in government

institutes is BSNLs biggest advantage. BSNL exploited its political clout to be the first to

enter3G segment while its competitors waited for an auction. BSNLs entry in the 3G segment

sawn unprecedented increase in its market share from 17.5% to 23.5% in Q1 of 2009.5 However,

market share dropped back to previous levels in the next quarter.

objective of the project done (1)

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