A

RESEARCH REPORT

ON

CONSUMER BEHAVIOUR OF AIRTEL

FOR PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE DEGREE OF

BACHELOR OF BUSINESS
ADMINISTRATION
(2013-2016)

SUBMITTED TO: SUBMITTED BY:

MS. POOJA SINGH BHARAT LAL

(HOD) 16814300026

RAJ SCHOOL OF MANAGEMENT SCIENCES

VARANASI
1
 AFFILIATED TO M.G.K.V.P VARANASI

DECLARATION

NAME : BHARAT LAL

ROLL NO : 16814300026

STATEMENT CANDIDATE

I here declare that report entitled CONSUMER BEHAVIOR OF

AIRTEL submitted by me in partial fulfillment of the requirements for
(BBA), is my original work and that it has not previously formed the
basis for the award of any other Degree, diploma, fellowships or any
others titles.

Place:
Date:
Candidate Signature

2
 ACKNOWLEDGEMENT

I am sincerely thankful to all those people who have

been giving me any kind of assistance in the making of this
project report.

I express my gratitude to Mr. Chetan Kumar (Branch

Manager), who has through his vast experience and
knowledge has been able to guide me, both ably and
successfully towards the completion of the project. I express
my gratitude, RAJ SCOOL OF MANAGEMENT & SCIENCES .
I would hereby, make most of the opportunity by expressing
my sincerest thanks to MISS. POOJA SINGH (HOD) and all
my faculties whose teachings gave me conceptual
understanding and clarity of comprehension, which ultimately
made my job more easy. Credit also goes to all my friends
whose encouragement kept me in good stead.

Their continuous support has given me the strength and

confidence to complete the project without any difficulty.

Last of all but not the least I would like to acknowledge

my gratitude to the respondents without whom this survey
would have been incomplete.

3
 I am also thankful to authority of Airtel for providing me the
information.

(BHARAT LAL)

PREFACE

I, BHARAT LAL, being a student of BBA, of RAJ SCHOOL

OF MANAGEMENT & SCIENCES, VARANASI.

The project title Consumer Behavior of Airtel is the

analysis of the big scale sector of communication. This

project involves the big scale level provided by Airtel to its

customers. The survey was conducted so as to analyze the

big scale sector prevailing in the current industry and the

improvement that can be made upon it.

Market research study has been conducted in order to bring

out the picture of big scale sector that exists in this industry.

The differences in service quality that exists in the market.

What the customers preferences are provided by the Airtel?

4
 CONTENTS

DECLARATION --

ACKNOWLEDGEMENT --

PREFACE --

EXECUTIVE SUMMARY --

6-7

OBJECTIVE OF THE STUDY --

INTRODUCTION --

15

COMPANY PROFILE --

30

5
 RESEARCH METHODOLOGY --

11

FINDINGS AND ANALYSIS --

58

SUGGESTIONS --

68

SWOT ANALYSIS --

70

RECOMMENDATION --

74

LIMITATIONS

-- 77

CONCLUSION --

80

BIBLIOGRAPHY --

82

6
 QUESTIONNAIRE --

84-86

7
Executi
ve
Summa
ry
8
 EXECUTIVE SUMMARY
The project is an extensive report on how the Airtel

company markets its strategies and how the company has

been able in tackling the present tough competition and how

it is cooping up by the allegations of the quality of its

products. The report begins with the history of the products

and the introduction of the Airtel company. This report also

contains the basic marketing strategies that are used by the

Airtel company of manufacturing process, technology,

production policy, advertising, collaboration, export scenario,

future prospect and government policies. The report includes

some of the key salient features of market trend issues.

In todays world of cutthroat fierce competition, it is

very essential to not only exist but also to excel in the

market. Todays market is enormously more complex. Hence

forth, to survive in the market, the company not only needs to

maximize its profit but also needs to satisfy its customers

and should try to build upon from there.

9
Introduc
tion

10
 INTRODUCTION

In the early 1990s, the Indian government adopted a new

economic policy aimed at improving India's competitiveness in the

global markets and the rapid growth of exports. Key to achieving

these goals was a world-class telecom infrastructure.

In India, the telecom service areas are divided into four metros

(New Delhi, MuBBAi, Chennai and Kolkatta) and 20 circles, which

roughly correspond to the states in India. The circles are further

classified under "A," "B" and "C," with the "A" circle being the most

attractive and "C" being the least attractive. The regulatory body at

that time the Department of Telecommunications (DOT)

allocated two cellular licenses for each metro and circle. Thirty-four

licenses for GSM900 cellular services were auctioned to 22 firms

in 1995. The first cellular service was provided by, Modi Telstra in

Kolkatta in August 1995. For the auction, it was stipulated that no

firm can win in more than one metro, three circles or both. The

circles of Jammu and Kashmir and Andaman and Nicobar had no

bidders, while West Bengal and Assam had only one bidder each.

11
In 1996, the Telecom Regulatory Authority of India (TRAI) bill was

introduced in the Lok Sabha, and the president officially

announced the TRAI ordinance on 25 January 1997. The

government decided to set up TRAI to separate regulatory

functions from policy formulation, licensing and telecom

operations. Prior to the creation of TRAI, these functions were the

sole responsibility of the DOT.

High license fees and excessive bids for the cellular licenses put

tremendous financial burden on the operators, diverting funds

away from network development and enhancements. As a result,

by 1999 many operators failed to pay their license fees and were in

danger of having their licenses withdrawn. In March 1999, a new

telecom policy was put in place (New Telecom Policy [NTP] 1999).

Under this new policy, the old fixed-licensing regime was to be

replaced by a revenue-sharing scheme whereby between 8-12

percent of cellular revenue were to be paid to the government.

1.1 INDIAN CELLULAR MARKET - EARLIER ROADBLOCKS

AND THEIR RESOLUTION

Indian Cellular market immediately after the first round of licensing

in 1994-96 was beset by several problems for 3 - 4 years till the

12
New Telecom Policy of 1999 was announced. Some of these

roadblocks / current position is tabulated below:

13
ROADBLOCKS

CURRENT POSITION

High license fees

Migration to revenue sharing mode in 1999 mitigates high initial

fund requirements for payment of license fees.

Inadequately funded businesses / weak and fragmented promoters

Businesses that have since been adequately funded growing at

over 60% per annum, while businesses with weak promoters

continuing to languish - spate of acquisitions / mergers, with 4/5

major groups emerging in the last one/two years.

Regulatory authority not in place

Telecom Regulatory Authority of India (TRAI) firmly in place, and its

role being accepted by all operators; Deptt of Telecommunications

(DOT) restructured, 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 up front cash requirements from promoters due

to heavy license fee burden in initial stages of deployment

Asset based financing approach by Indian Financial

Institutions.

Licensing tenure increased from 10 to 20 years

Large up front cash requirements for license fee

payments mitigated with migration to revenue sharing mode

allowing promoters to deploy more capital for capital

expenditure; project financing being considered by most

financial institutions.

Foreign ownership / change of partner limitations

15
Foreign ownership norms clarified, and change of partners allowed

as a matter of routine allowing ease of entry / exit - paves the way

for full control of businesses by foreign companies.

Inadequate growth of market / subscribers

Roadblocks spelt out earlier resulted in low market / subscriber

growth, but with corrective measures taken, market / subscriber

base expected to zoom

1.2 DEVELOPMENTS IN THE CELLULAR INDUSTRY

The interconnection regime between cellular operators and fixed-

line operators is still biased against the former.

Despite the recent gains of the cellular industry, not everything is

rosy. The cellular penetration rate is still very low at 0.8 percent in

a nation of over one billion people.

In recent years, many foreign companies had pulled out from their

cellular joint ventures in India due to the difficult operating

environment and bureaucracy. In 1999 alone, Swisscom pulled out

from Sterling Cellular, Telstra from Modi Telstra and both 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

16
Fascel. In June 2001, British Telecom exited from Bharti Cellular.

Bell South International has also indicated its intention to pull out

from Skycell Communications, and Hong Kong-based Distacom is

seeking to sell its stake in Spice Communications. First Pacific's

(based in Hong Kong) continued commitment to Escotel is

uncertain, and the former is reviewing various options.

The string of sell-outs notwithstanding, there has been a merger

and acquisition wave sweeping across the Indian cellular industry

in recent years. Hong Kong-based Hutchison Whampoa, via

Hutchison Telecommunications (HK), acquired major stakes in

Sterling Cellular (December 1999), Usha Martin Telecom (mid-

2000) and Fascel (September 2000). Through a partnership with

local company, Kotak Mahindra Finance, Hutchison Whampoa

practically controls Fascel and Usha Martin Telecom, thus

circumventing the 49 percent limit on foreign ownership in Indian

cellular operators. Hutchison Whampoa is also the controlling

shareholder of Hutchison Max Telecom. Not to be outdone, Bharti

Enterprises another major cellular player acquired control of

JT Telecom, which was later renamed Bharti Mobile (December

1999), and Skycell Communications renamed Bharti Mobinet

(August 2000). Bharti also acquired the Punjab license of Essar

17
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 Reliance 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 Reliance have not made any headway.

BHARTI, the third cellular operator for Delhi and MuBBAi, started

services in March 2001. BSNL, as the third nationwide cellular

operator, launched services in Kolkatta and Bihar in January 2002.

This was followed by Tamil Nadu in July 2002. A nationwide launch

was scheduled for 2 October 2002. However, this has been

postponed until after mid October. Once BSNL rolls out its service,

most telecom circles will have four cellular operators. There will be

tremendous competitive pressure, which will result in lower tariffs.

Future rate cuts are expected, which will drive demand, together

with falling handset prices and the introduction of prepaid services.

18
In the midst of declining interest in technology stocks, Bharti came

out with its long-awaited initial public offering (IPO) in January

2002. Leveraging on the success of its cellular service, the

company got a very good response from the primary market. The

total size of the IPO was 185 million shares at a floor price of

Rs10. The issue was oversubscribed by more than 2.5 times,

netting Rs8.3 billion. This will be used to fuel its investment in long-

distance, basic and cellular services.

As of October 2002, only BPL Mobile has launched commercial

general packet radio service (GPRS) in MuBBAi. However, large-

scale uptake remains elusive. While both Bharti and Idea have

GPRS-enabled networks, there is caution on their part to launch

the service. With hardly any applications, the success of GPRS

remains a question.

Building visibility and awareness

Deviating from competing on the price platform, cellular operators

are actively promoting their brand and service portfolio through

high-visibility advertising and promotional campaigns. Cellular

operators like Bharti, Orange and BPL Mobile have been

advertising aggressively on hoardings and kiosks. Public transport

19
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 MuBBAi offers "Orange Holidays" and

"Orange Monsoon Offers" at very attractive rates and added

benefits like discounts on airfare, food and beverages, among

others. Others offer special privileges in retail outlets, cinemas and

music shops.

Enterprise mobile applications promising revenue stream

All along, customer acquisition and the top line have been the

focus. Few operators have concentrated on offering differentiated

services for businesses. However, as operators realize that offering

basic voice and Short Message Service (SMS) will get them the

numbers but not the margins, some are now seriously looking at

the enterprise segment for provisioning superior services.

Cost-centered solutions like closed user group (CUG), value-adds

like unified messaging and instant alerts are being offered.

A variety of mobile applications are finding takers among the

enterprise segment. Bharti is in the process of introducing a facility

20
to fleet management companies so that they can improve the

efficiency of trucks or buses by tracking movement and ensuring

higher-use, accurate route planning. Premium automakers are also

installing a global system for mobile communications inside a

vehicle to help trace lost vehicles and track down stolen cars.

Corporations can choose enhanced services like user-defined call

routing to prevent misuse. Calls can be barred, limiting access to

select numbers and diverting calls to one single number.

Broadcasting services are also quite popular, especially among

fast food centers that have a central number. Group SMS is quite

popular, especially among enterprises both in the service as well

as the fast-moving consumer goods (FMCG) segment that have a

large field force and need to provide regular updates on inventory

status, discount schemes and movement of goods from warehouse

to the retail outlet. Banks too find bulk SMS service very useful to

forward transactional alerts to their customers.

1.3 FUTURE TRENDS AND DEVELOPMENT

There will be more competition, forcing operators to constantly

focus on differentiations to maintain their lead.

21
 The implementation of enhanced networks like 2.5G

will enable operators to offer data services. This is an

opportunity to customize and differentiate better.

The entry of state-run operators like BSNL and BHARTI

means that prices will no longer be controlled, thus there is

less chance of a cartel being formed.

Network coverage in terms of geographic spread and

quality of coverage is crucial especially for the business

subscriber.

The bigger the service provider's national presence,

the better it is for businesses. On the roaming front, signing

up with a national operator is advantageous.

Limited mobility wireless in local-loop services (by fixed

network service providers) will be a disadvantage for cellular

operators in the short term. Consequently, operators need to

streamline their customer relation activities and adopt

aggressive subscriber acquisition and retention strategies.

1.4 REGULATORY ISSUES

The operations of this sector are determined as under the Indian

Telegraph Act of 1885. A document buried in the sands of time.

22
The next major policy document, which was produced, was the

National Telecom Policy of 1994, a consequence of the on going

process of liberalization.

Year Event

1851 First telephones in India

1943 Nationalization of telephone companies

1985 DoT was created

1986 Creation of BHARTI and VSNL

1991 Telecom equipment liberalized

1994 Licenses for paging

1994 Telecom policy announced

September 1994 Guidelines for private sector participation in

basic services

November 1994 Cellular licenses issued for metros

December 1994 Tenders for cellular licenses in 19 cities apart

from 4 metros

January 1995 Tenders for 2nd operator in basic services

apart from DoT on circle basis.

August 1995 VSNL launches Internet services

January 1996 TRAI formed

November 1998 Internet policy announced

23
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. MuBBAi falls

in Maharashtra circle and Delhi in itself a circle.

The basic premise on which competition has been introduced is

that every circle will have one private operator apart from DoT/

BHARTI for basic and two operators for cellular. DoT/ BHARTI

have the option to become the third cellular operator in future.

Government did not achieve most of its stated targets. The basic

theme, which was broadening the reach of telephony in India, has

not been met. Even liberalization policies were not implemented

properly. The regulator TRAI was set up after delays and confusion

and even after its creation, DoT continued to fight with it in courts.

It was also affected by the resource crunch, and financing options

24
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.

25
Compa
ny
Profile

26
 COMPANY PROFILE

Vision

"As we spread wings to expand our capabilities and explore new

horizons, the fundamental focus remains unchanged: seek out the

best technology in the world and put it at the service of our ultimate

user: our customer."

These are the premise on which Bharti Enterprises has based its

entire plan of action.

Bharti Enterprises has been at the forefront of technology and has

revolutionized telecommunications with its world-class products

and services.

Established in 1985, Bharti has been a pioneering force in the

telecom sector. With many firsts and innovations to its credit,

ranging from being the first mobile service in Delhi, first private

basic telephone service provider in the country, first Indian

company to provide comprehensive telecom services outside India

in Seychelles and first private sector service provider to launch

National Long Distance Services in India. Bharti had approximately

27
3.21 million total customers nearly 2.88 million mobile and

334,000 fixed line customers.

Its services sector businesses include mobile operations in Andhra

Pradesh, Chennai, Delhi, Gujarat, Haryana, Himachal Pradesh,

Karnataka, Kerala, Kolkata, Madhya Pradesh circle, Maharashtra

circle, MuBBAi, Punjab, Tamil Nadu and Uttar Pradesh (West)

circle. In addition, it also has a fixed-line operations in the states of

Madhya Pradesh and Chattisgarh, Haryana, Delhi, Karnataka and

Tamil Nadu and nationwide broadband and long distance

networks.

Bharti has recently launched national long distance services by

offering data transmission services and voice transmission

services for calls originating and terminating on most of India's

mobile networks.

The Company is also implementing a submarine cable project

connecting Chennai-Singapore for providing international

bandwidth.

Bharti Enterprises also manufactures and exports telephone

terminals and cordless phones. Apart from being the largest

manufacturer of telephone instruments, it is also the first telecom

company to export its products to the USA.

28
Bharti Tele-Ventures' strategic objective is

to capitalise on the growth opportunities that the Company

believes are available in the Indian telecommunications market

and consolidate its position to be the leading integrated

telecommunications services provider in key markets in India, with

a focus on providing mobile services.

The Company has developed the following strategies to achieve its

strategic objective:

Focus on maximizing revenues and margins;

Capture maximum telecommunications revenue

potential with minimum geographical coverage;

Offer multiple telecommunications services to provide

customers with a "one-stop shop" solution;

Position itself to tap data transmission opportunities

and offer advanced mobile data services;

Focus on satisfying and retaining customers by

ensuring high level of customer satisfaction;

Leverage strengths of its strategic and financial

partners; and

29
 Emphasize on human resource development to

achieve operational efficiencies.

Businesses

Bharti Tele-Ventures current businesses include -

Mobile services

Fixed-line

National and international long distance services

VSAT, Internet services and network solutions

Competitive Strengths

Bharti Tele-Ventures believes that the following elements will

contribute to the Company's success as an integrated

telecommunication services provider in India and will provide the

Company with a solid foundation to execute its business strategy:

Nationwide Footprint - approximately 92% of India's

total mobile subscribers resided in the Company's fifteen

mobile circles. These 15 circles collectively accounted for

approximately 56% of India's land mass;

30
 Focus on telecommunications to enable the Company

to better anticipate industry trends and capitalize on new

telecommunications-related business opportunities;

The strong brand name recognition and a reputation for

offering high quality service to its customers;

Quality management team with vision and proven

execution skills; and

The Company's strong relationships with international

strategic and financial investors such as SingTel, Warburg

Pincus, International Finance Corporation, Asian

Infrastructure Fund Group and New York Life Insurance.

Brand Architecture:

Bharti is working on a complex three-layered branding

architecture to:

Create specific brands for each service,

Build sub-brands within each of these services and

Use Bharti as the mother brand providing the group its

corporate identity as well as defining its goal to become a

national builder of telecoms infrastructure.

31
 Error: Reference source not found X

AirTel - The flagship brand for cellular operations all across

the country.

Touchtel - The brand earmarked for basic service

operations.

India One - The brand for national long distance (NLD)

telephony

Though the costs of creating new brands are heavy but the

group wants to create distinct independent brands to

address different customers and profiles.

Brand Strategy:

To understand the brand strategy, lets first look at the brand

building exercise associated with AirTel a brand that had to be

repositioned recently to address new needs in the market.

32
When the brand was launched seven years ago, cellular telephony

wasnt a mass market by any means. For the average consumer,

owning a cellular phone was expensive as tariff rates (at Rs 8 a

minute) as well as instrument prices were steep sometimes as

much as buying a second-hand car.

Bharti could have addressed the customer by rationally explaining

to him the economic advantage of using a mobile phone. But

Sachdev says that such a strategy would not have worked for the

simple reason that the value from using the phone at the time was

not commensurate with the cost.

Instead of the value-proposition model, we decided to address the

sensory benefit it gave to the customer as the main selling tack.

The idea was to become a badge value brand, he explains.

So the AirTel leadership series campaign was launched showing

successful men with their laptops and in their deluxe cars using the

mobile phone. In simple terms, it meant AirTel was positioned as an

aspirational brand that was meant for leaders, for customers who

stood out in a crowd.

Did it work? Repeated surveys following the launch showed that

there were three core benefits that were clearly associated with the

brand leadership, dynamism and performance.

33
These were valuable qualities, but they only took AirTel far enough

to establish its presence in the market. As tariffs started dropping, it

became necessary for AirTel to appeal to a wider audience. And

the various brand-tracking exercises showed that despite all these

good things, there was no emotional dimension to the brand it

was perceived as cold, distant and efficient.

Sachdev and his team realized that in a business in which

customer relationships were the core this could be a major

weakness. The reason? With tariffs identical to competitor Essar

and roughly the same level of service and schemes, it had now

become important for Bharti to humanize AirTel and use that

relationship as a major differentiation.

The brand had become something like Lufthansa cold and

efficient. What they needed was to become Singapore Airlines,

efficient but also human. A change in tack was important because

this was a time when the cellular market was changing.

The leadership series was okay when you were wooing the crme

de la crme of society. Once you reached them you had to expand

the market so there was need to address to new customers.

By that time, Bharti was already the leading cellular subscriber in

Delhi with a base of 3.77 lakh (it now has 1.2 million customers).
34
And with tariffs becoming more affordable as cell companies

started cutting prices it was time to expand the market.

How could Bharti leverage this leadership position down the value

chain? Surveys showed that the concept of leadership in the

customers minds was also changing. Leadership did not mean

directing subordinates to execute orders but to work along with a

team to achieve common objectives it was, again, a relationship

game that needed to be reflected in the AirTel brand.

Also, a survey showed that 50 per cent of the new customers

choose a mobile phone brand mostly through word-of-mouth

endorsements from friends, family or colleagues. Thus, existing

customers were an important tool for market expansion and Bharti

now focused on building closer relationships with them.

That is precisely what the brand tried to achieve through its new

positioning under the AirTel Touch Tomorrow brand campaign.

This set of campaigns portrayed mobile users surrounded by

caring family members. Says Sachdev: The new campaign and

positioning was designed to highlight the relationship angle and

make the brand softer and more sensitive.

As it looks to expand its cellular services nationwide to eight new

circles apart from the seven in which it already operates Bharti

35
is now realizing that there are new compulsions to rework the AirTel

brand, and a new exercise is being launched to this effect. Right

now, the company is unwilling to discuss the new positioning in

detail. But broadly, the focus is on positioning AirTel as a power

brand with numerous regional sub-brands reflecting customer

needs in various parts of the country.

If AirTel is becoming more humane and more sensitive as a brand,

Bharti has also understood that one common brand for all cellular

operations might not always work in urban markets that are now

getting increasingly saturated.

To bring in new customers, the company decided that it needed to

segment the market. One such experiment, launched last year, is

Youtopia, a brand aimed at the youth in the 14 to 19 age bracket

and for those who are young at heart. With its earlier positioning,

AirTel was perceived as a brand for the well-heeled older customer;

there was nothing for younger people. With Youtopia, AirTel hoped

to reverse that.

In order to deliver the concept, AirTel offered rock bottom tariff

rates (25 paise for 30 seconds) at night to Youtopia customers a

time when they make the maximum number of calls. It also set up

36
merchandising exercises around the scheme like a special

portal for young people to buy things or bid for goods.

The company is now looking at offering other services at affordable

prices to this segment which include music downloads on the

mobile and bundling SMS rates with normal calls to make it

cheaper for young people to use.

The other experiment that Bharti has worked on is to go in for

product segmentation through the Tango brand name. The brand

was created to offer mobile users Internet-interface services or

what is known as WAP (Wireless Application Protocol).

The idea was to bring Internet and mobile in perfect harmony. The

name was chosen from the popular movie title It Takes Two To

Tango: basically, you need the two services to tango to offer

customers a new choice, says Sachdev.

This, however, had less to do with the branding exercise as with

inefficiency of service (accusingly slow download speeds) and the

limited utility of WAP services.

Subsequently, the ads were withdrawn, but the company re-

iterated that the branding exercise could be revived because Tango

will be the brand to offer GPRS services or permanent Internet

37
connectivity on the mobile phone which AirTel is expected to

launch soon.

The Magic:

Perhaps the more ambitious experiment has been with Magic

the pre-paid card. The idea was to make the brand affordable,

accessible and, most importantly, feasible as a means of

expanding the market even faster.

PHASE I

Magic was aimed at bringing in infrequent users of a mobile phone

into the market and assure him that he would have to pay only if he

made a call. Such a customer used the phone sparingly mostly

for emergencies and was not willing to pick up a normal mobile

connection with its relatively high rentals (pre-paid cards do not

include rental charges).

To achieve its objectives Bharti did three things.

One, the product was made available at prices ranging

from Rs 300 to Rs 3,000 with no strings attached and was

simple to operate.
38
 Two, the product was made accessible and distributed

through small stores, telephone booths and even kirana

shops so that the offering was well within arms reach.

Third, to make the product more approachable to the

customer, the company came with vernacular ad campaigns

like Magic Daalo Se Hello which appealed to local

sensibilities.

This apart, the company roped in Karisma Kapoor and Shah Rukh

Khan for a major ad campaign all across Delhi, a ruse that saw the

number of subscribers go up from 5.47 lakh to 12 lakh today,

overtaking Essars branded pre-paid card Speed, which was

launched much ahead of Magic. The company is now re-working

its Magic strategy even further.

Earlier, the branding strategy was aimed at roping in only

interested customers that is, customers who were already

inclined to opt for mobile services. But now, with basic service

providers having been allowed limited mobility at far cheaper rates,

mobile service providers could find themselves under threat again.

That is why the new exercise is aimed at co-opting non-adopters.

While the exact strategy is under wraps, insiders say the new

branding strategy would be aimed at offering them value which

39
they had not perceived would be available from using a pre-paid

card.

PHASE II -

Bharti used AirTel Magic to build a strong value proposition and

accelerate market expansion through Indias first national pre-paid

card TV brand campaign

First time ever in India - any pre-paid card brand goes on TV

A combination of the film genre exposed through the TV

medium designed to connect with the masses of India

Youth based - romance driven strategy platform makes the

value proposition of AirTel Magic - Mumkin Hai come alive

All elements - user imagery, context, tone & language

created to connect the category to the lives of the SEC B & SEC

C segment the middle class non-mobile user.

AirTel Magic positions itself on the platform of being excellent

for emergency situations - increasing productivity as a part of

everyday life.

Sharukh Khan makes everything in life possible while

romancing pretty Kareena Kapoor with AirTel Magic, Indias

leading pre-paid mobile card.

40
AirTel today unveiled its strategy for market expansion with the

launch of its new AirTel Magic pre-paid card brand campaign

Magic hai to Mumkin hai. The strategy is targeted at the non-user

segment defined as young adults, 15-30 years of age; in the Sec B

& C segment is aimed at accelerating market expansion. The

value proposition is centered around a persons desire to make all

his / her dreams, ambitions & aspirations instantly possible. The

new campaign for AirTel Magic is all about empowering millions of

Indians to be on top of their lives.

The brand is positioned to be relevant to the mass-market who

want to make all their dreams, hopes & desires come alive

instantly. (At just Rs.300/- per month AirTel Magic is so easy to

buy.) Improving productivity, letting you befriend the world and

opening up new horizons. It gives you the freedom to control your

life in a way never possible before. Indeed, anything that you think

is possible is possible with AirTel Magic. The new brand slogan

Magic hai to Mumkin hai has been specially created to capture

this effectively.

This strategy is designed to help us talk to this segment directly in

the tone, manner & language of the masses. The Mumkin hai

41
value proposition will help us expand the market and gain a higher

percentage of market share in the process.

The brand aBBAssadors Sharukh Khan and Kareena Kapoor

embody this can do or Mumkin Hai spirit (infact that is the

reason they were selected as brand aBBAssadors). Sharukh rose

from a TV actor to become Indias top film star and national

heartthrob. Kareenas success is due to her attitude, talent, hard

work and the sheer ability to make a mark in such a short time.

Both these stars have said Mumkin hai and made it happen for

themselves.

The genre of this new strategy & campaign is Hindi cinema led.

This genre connects millions across India. The spirit of romance,

dancing the Indian cinema, well known to most as Bollywood,

holds millions of Indians together as one.

The new TV campaign of AirTel Magic crafted in the Hindi film

idiom, magnifies the empowering optimism of Mumkin Hai, in the

endearing situation of a boy-girl romance. Where Sharukh Khan,

sets his eyes on Kareena Kapoor and wins her love with the help

of AirTel Magic. (Poignantly conveying that special feeling we all

get when a dream is made possible and a victory of the heart is

won).
42
The strategy & new brand campaign is targeted at the large

untapped base of intending mobile customers from Sec A, B & C.

The estimated addressable market of such customers in the next

two years is around 25 million in AirTels 16 states. The new

strategy aims at correcting the perception that the mobile category

is useful mainly for business or work related scenarios.

The new strategy, brand positioning & brand slogan is an outcome

of an extensive nationwide research and is an integral part of AirTel

Magics new multi-media campaign. The campaign has been

created by Percept Advertising.

PHASE III -

Bharti used AirTel Magic to build a strong value proposition and

accelerate market expansion through Indias first national pre-paid

card TV brand campaign

First time ever in India - any pre-paid card brand gives such

freedom to recharge any value

A combination of the film genre exposed through the TV

medium designed to connect with the masses of India

43
 Youth based - romance driven strategy platform makes the

value proposition of AirTel Magic - Aisi azaadi aur kahan?

come alive

Sharukh Khan makes everything in life possible AirTel today

unveiled its strategy for market expansion with the launch of its

new AirTel Magic pre-paid card brand campaign Magic hai to

Mumkin hai. . The value proposition is centered around a

persons desire to make all his / her dreams, ambitions &

aspirations instantly possible. The new campaign for AirTel

Magic is all about empowering millions of Indians to be on top of

their lives.

The brand is positioned to be relevant to the mass-market who

want to make all their dreams, hopes & desires come alive

instantly .At a amount of your choice you can recharge your

account with available validity time .Improving productivity, letting

you befriend the world and opening up new horizons. It gives you

the freedom to control your life in a way never possible before.

Indeed, anything that you think is possible is possible with AirTel

Magic. The new brand slogan Aisi azadi aur kahanhas been

specially created to capture this effectively.

Amount Talk
44
 Service Processing Time Validity
Tax

(Rs.) (8%) Fees(Rs.) (Rs.) (Days)

54 4 25 25 5
60 4.44 25 30.56 5
75 5.56 25 44.44 5
100 7.41 25 67.59 5
125 9.26 50 65.74 10
150 11.11 50 88.89 10
175 12.96 50 112.04 10
200 14.81 50 135.19 10
216 16 85 115 20
225 16.67 85 123.33 20
250 18.52 85 146.48 20
275 20.37 85 169.63 20
300 22.22 85 183.78 20

Talk

Amount Service Processing Time Validity

Tax

(Rs.) (8%) Fees(Rs.) (Rs.) (Days)

324 24 150 150 30
350 25.93 150 174.07 30
360 26.67 150 183.33 30
375 27.78 150 197.22 30
400 29.63 150 220.37 30
425 31.48 150 243.52 30
475 35.19 150 289.81 30
500 37.04 150 312.96 30
525 38.89 150 336.11 30
540 40 150 350 30
600 44.44 150 405.56 30
650 48.15 150 451.56 30
700 51.85 150 498.15 30
775 57.41 150 567.59 30
800 50.36 150 580.74 30

( Rs.) Tax
45
 (8%) Fees(Rs.) (Rs.) (Days)
850 62.96 150 637.04 60
900 66.67 150 683.33 60
1000 74.07 150 775.93 60
1080 80 150 850 60
1200 88.89 150 961.11 60
1300 96.3 150 1053.7 60
1400 103.7 150 1146.3 60
1500 111.11 150 1238.89 60
1800 133.33 150 1516.67 60
2000 148.15 150 1701.85 60
2160 160 150 1850 60
3000 222.22 150 2627.78 60
5000 370.37 300 4329.63 366
6000 444.44 300 5255.56 366
7000 518.52 300 6181.48 366
8000 592.59 300 7107.41 366
9000 666.67 300 8033.33 366
9999 740.67 300 8958.33 366
YOUR TALK TIME = MRP - PROCESSING FEE -

SERVICE TAX
Other Brand Building Initiatives:-

The main idea is to stay ahead of competition for at least six

months. Working on the above game plan Bharti is constantly

coming up with newer product offerings for the customers.

The focus, of course, is to offer better quality of service.

To make the service simpler for customers using

roaming facilities, Airtel has devised common numbers for

subscribers across the country for services like customer

care, food services and cinema amongst others.

46
 It will also launch a unified billing system across circles

so, customers moving from one place to another do not have

to close and then again open new accounts at another place.

To assist customer care personnel to deal with

subscriber queries, a storehouse of 40,000 frequently asked

questions and their answers have been stored on the

computers.

Bharti expects that most of its new customers (one

estimate is that it would be 60 to 70 per cent of the total new

subscriber base) would come from the pre-paid card

segment. So, they must be given value-added products and

services which competitors dont provide.

Bharti, for the first time for a cellular operator, has

decided to offer roaming services even to its pre-paid

customers, but the facility would be limited to the region in

which they buy the card. To ensure that customers dont

migrate to other competing services (which is known as

churn and ranges from 10 to 15 per cent of the customer

base every month), the company is also working on a loyalty

program. This will offer subscribers tangible cash benefits

depending upon their usage of the phone.

47
 The loyalty program will not be only for a badge value,

it will provide real benefits to customers. The idea is to create

an Airtel community.

Another key area which Bharti is concentrating its

attention upon is a new roaming service launched in Delhi

under which calls of a roaming subscriber who is visiting the

city will be routed directly to his mobile instead of traveling via

his home network.

The company also offers multi-media messaging

systems under which customers having a specialized phone

with a in-built camera can take pictures and e-mail it to

friends or store it in the phone. The cost per picture is

between Rs 5 to Rs 7.

Bharti is also aware that it has to make owning a ready-

to-use cellular service much easier than it is today. A key

area is to increase the number of activation centers. Earlier

Bharti had 250 Airtel Connect stores which were exclusive

outlets (for its services) and about 250 Airtel Points which

were kiosks in larger shops. Now activation can be done by

all of them, and not only by Connect outlets, all within 15 to

48
20 minutes. In comparison, the competition takes two to four

hours.

Pre- paid cards are really catching up with the mobile

phone users and it is actually helping the market to increase.

First, they are easier to obtain and convenient to use. Unlike

post-paid, one need not pay security deposits for picking up a

pre-paid card. It is often available even with paanwalas. As

befits a fast-moving consumer service, the game is now

moving beyond price to expanding distribution reach and

servicing a well-spread-out clientele with technology and

strategic alliances. Bharti is focusing on two factors to make

pre-paid cards more attractive. Keeping the entry cost low for

consumers and making recharging more convenience.

Bharti is in the process of launching a new system in

alliance with MuBBAi-based company Venture Infotech which

will enable a pre-paid card user to renew his subscription by

just swiping a card. The system will not only save users the

hassle of going out and buying a card every time it expires

but also enable mobile companies to reduce the cost of

printing and distributing cards.

49
 Bharti Televentures has tied up with 'Waiter on wheels,'

a company delivering food at home, to reach its Magic pre-

paid cards to subscribers' doorsteps. The company is also

joining hands with local grocery shops which will enable

users to recharge their cards by just making a phone call to

the shop. Apart from improving the convenience of

recharging, mobile operators are beefing up their distribution

channels. The company is constantly innovating to enhance

the value proposition for its pre-paid service. They are

leveraging technology to expand their distribution network

and deliver round-the-clock recharge options to its MOTS

(Mobile On the Spot) subscribers.

Bharti Cellular has also launched a special service,

CareTouch, for high-value, corporate customers, providing

them with instant, single-point access for any assistance they

require. Customers can dial 777 and enjoy a slew of services,

which includes easier payment of bills, service on priority

basis, and value-added services without any additional paper

work. Bharti Cellular is offering a range of services without

going through an interactive voice recorder ensuring that they

save time. Dedicated CareTouch executives are expected to

50
assist customers with any service on priority basis. Besides

the regular proactive reminder calls for bill payment,

customers can also call CareTouch for bill payments at free

of cost.

AirTel presented MTV Inbox; the first on-air SMS

based interactive music dedication show exclusively for AirTel

and AirTel Magic customers. Highly interactive VJ based

show with real-time feedback mechanism. Both brands joined

hands to target the high growth youth segment.

51
Bhartis View on its Branding strategy:-

First, brand building efforts in todays context have to be seen in a

more holistic manner. Delivering value on a sustained basis is

perhaps the most potent key to build a brand that lasts.

Unflinching orientation to customer needs is the second key

success factor. Customers (be it for industrial products or

consumer goods and services) across the world are more informed

and, at the same time, becoming more individualistic in their needs

and far more demanding with the passage of time.

Pro-active tracking of shifts in consumer behavior, anticipating

redefined or emerging customer needs, and then reacting in real-

time are essential to attract and retain customer loyalty a key

element of creating brand equity in the present situation.

Customizing the product (and communication of its benefit) to meet

the specific needs of various consumer/customer sub-segments is

the third element in creating brand appreciation.

As far as allocation of time and financial resources are concerned,

too many companies mistakenly allocate a disproportionate

amount on mere advertising and promotion. This is not to say that

advertising and promotion are less relevant. On the contrary, with

52
more choices and higher media clutter, businesses need to budget

for an increasingly higher spend on their brand promotion but this

has to be undertaken in tandem with enterprise-wide

reengineering of the business philosophy and core design,

production, and delivery operations for the product itself.

The positive spin to this argument is that by first addressing the

fundamentals, the enterprise itself becomes more competitive. This

can be the beginning of a virtuous cycle wherein brand equity

continues to increase as the enterprise sustains delivery of an

appropriate product or service at an ever increasing value.

It is, however, crucial to note that in the years to come, not only will

the cost of building a regional or a national (or an international)

brand will continue to rise but also the time taken to do so will be

longer and will need sustained and focused efforts.

53
Objectiv
e of the
Study

54
 OBJECTIVE OF THE STUDY

1. To identify the difference in market performance of Airtel

industry.

2. To study the market of Airtel Industry in big scale sector.

3. To compare various parameters of manufacturing process,

technology, production policy, advertising, collaboration,

export scenario, future prospect and government policies .

55
Researc
h
Methodo
logy
56
 RESEARCH METHODOLOGY

Achieving accuracy in any research requires in depth study

regarding the subject. As the prime objective of the project is to

compare Airtel with the existing competitors in the market and

the impact of WLL on Airtel, the research methodology adopted

is basically based on primary data via which the most recent

and accurate piece of first hand information could be collected.

Secondary data has been used to support primary data

wherever needed.

Primary data was collected using the following techniques

Questionnaire Method

Direct Interview Method and

Observation Method

The main tool used was, the questionnaire method. Further direct

interview method, where a face-to-face formal interview was taken.

Lastly observation method has been continuous with the

questionnaire method, as one continuously observes the

surrounding environment he works in.

57
Procedure of research methodology

# To conduct this research the target population was the mobile

users, Who are using GSM technology.

# Target geographic area. Sample size of 100 was taken.

# To these 100 people a questionnaire was given, the

questionnaire was a combination of both open ended and closed

ended questions.

# The date during which questionnaires were filled.

# Some dealers were also interviewed to know their prospective.

Interviews with the managers of GSM service providers were also

conducted.

# Finally the collected data and information was analyzed and

compiled to arrive at the conclusion and recommendations given.

Sources of secondary data

Used to obtain information on, Bhartis history, current issues,

policies, procedures etc, wherever required.

# Internet
58
# Magazines

# Newspapers

# Journals

# Bharti Circulars

# Bharti News Letters

59
Findings
and
Analysis

60
 FINDINGS AND ANALYSIS

Age Group Graph

As we

can

see

from

the

above

graph,

the people who are in the age group of 21-28 years are the ones

who are the maximum users of mobile phones. This segment is the

one which gives maximum business to the mobile operators. This

segment constitutes the young executives and other office going

people. They are 65% of the total people who were interviewed.

The next age group are the people who are 28-35 years old. They

are 20% of the total. They are those who are at home or have

small business units etc. And the next age group is the youngest

generation who are 15-21 years old. They are school and college

going students and carry mobile phones to flaunt. They are 15% of

the total interviewed people.

61
Occupation 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

housewives, 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 a category who are the

professionals.

62
Service Provider Graph

The above graph shows a slice of 50%. These are the total no. of

people who are using Airtel. It seems that people are more aware

of Airtel than any other brand. The next popular brand is Hutch.

305 of the people interviewed had Hutch connections. The next

popular brand was Idea. 15% people had Idea connections. As it

came very late in the market when Airtel had established it self

very well. So, that could be one of the reasons of such a low

percentage. The remaining 5% had trump connections.

Customer Service At Airtel Graph

63
As the above graph clearly shows that customer services at Airtel

seems poor. 60% of the people are dissatisfied with the customer

services provided by Airtel. They are the ones who have the

maximum share in the market but they are lagging behind in the

customer services. 10% of the people were fully dissatisfied with

the customer services of Airtel. This could leave an impact on the

mind of the consumer. He can even switch over his brand. 20% of

the people seemed partially satisfied with the customer services

and only 10% seem to be fully satisfied with Airtels customer

services, which is a very small amount.

Type Of Card Graph

64
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.

65
Monthly expense graph

People on an average spend RS 500 per month as their mobile

phone expense. 64% people spend this amount. 24% people

spend RS 300 per month as their monthly mobile expense. And the

remaining 12% had an expense more than RS 1000, they could

the ones having sim connections or having cash cards and having

a lot of business calls on their mobiles.

66
Awareness About WLL Graph

WLL seemed to be a new word for many of the people. 45% of the

people were not at all aware of such a technology. So, in order to

get the answer for this question they were first explained the

concept. Only, 55% people knew what WLL is all about.

Awareness of WLL Players Graph

67
Reliance was the brand which was popular amongst the

interviewed people. As Reliance had done so much advertising

and has it banners and hoarding spread all over Delhi. So, this

could be one the reasons of its popularity. Tata was hardly a known

brand in this new field. Possibly, because of less promotions done

by them as compared to Reliance.

On the basis of analysis of the questionnaire I have found that the

maximum no. of people who use mobile phones are in the age

group of 20 to 28. who are the young executives and other office

goers.

They spend a maximum of RS. 500 as their mobile expense.

68
There are more no. of prepared cards than post paid cards. The

mobile users want to spend money side by side than to spend

money at the end of the month on a big bill.

Now when I compared Airtel with its competitor from the point of

view of the consumer I found that on the basis of Tariff plan, value

added services and billing accuracy Airtel is at par or ahead of its

competitor but in the case of customer care and availability they

lag behind there competitors. As, Airtel has a hold in the market

because it has the maximum no. of connections, so it must

improve upon it customer services. As far as WLL is concerned

people are aware about it but not many people are aware about

Tata. They only Know more about Reliance. People at this point of

time are not interested to switch over from GSM to WLL.

69
Suggest
ions

70
 SUGGESTIONS

Following are the few suggestions to AIRTEL 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.

71
 SWOT
Analysis

72
 SWOT ANALYSIS

Strengths

Being one of the largest companies in India the

company has achieved a degree of focus in its core

business of its products.

It has a strong brand name, superior quality products

and an enviable distribution network.

It has a clear and well-

defined organization structure

and limits of financial authority.

Increase in advertisement spends affect the companys

margins.

The companys bottom line falls victim to the bloated

and highly paid workforce, which affects its margins.

Weakness:

Little efforts over the Advertising of products.

Distribution channel is not accurately categorized.

Premium priced products, hence cant compete in low

price segment.
73
 No separate strategy for rural market.

Opportunities:

The company's financial performance can receive a

major boost from its cost reduction efforts.

There is a lot of scope of product and market

diversification.

Exports of products will also have huge chances in the

coming years.

Airtels business has ample scope for gaining market

share from the unorganized sector. Rural penetration too

holds vast potential to bring about growth.

Threats

The slowdown in the economy has restricted topline

growth of most FMCG majors and for Airtel also it will be

difficult to maintain historical growth rates in such a

depressed scenario.

Companys major raw materials are influenced by

government policies / controls as well as vagaries of the

monsoons. Fluctuations in the prices of raw materials

74
 would have significant impact on costs and margins of the

company.

Moreover, inordinate hike in Broad Band Internet products

would also increases companys production and distribution

cost.

75
RECOMMENDA
TION

76
 RECOMMENDATION

I have made following recommendation to the company

after doing the summer training there:

The company should modify its credit policy as

they only target the cash paying customers who are
not easy to trace.
The company should emphasis more on the
quality of Pharmaceuticals Products it was mostly
claimed by the exporters that their receipts from
company doesnt matches with the samples quality
shown before giving orders.
The company should makes its marketing
strategy flexible enough in order to face competition.
The company should keep an eye on the proper
delivery of the goods to exporter on time, as it has
been recommended by exporters to make the
delivery on time.
The company rate policy must be flexible
enough to catch new customers because if company
offers lower price to a new customer then he may
continue buy the goods and can be a permanent
customer for the company.

77
 The company should offers such rate in the
market so that it may able to catch a biger market
share and it should be able to compete with the local
traders and commission agents while having a brand
name.
The company should take the opinion of exporters from
time to time to know what problems they are facing from
the companys side? And if any change they require in
present supplying condition?

78
LIMITATI
ON

79
 LIMITATIONS

No project is without limitations and it becomes essential

to figure out the various constraints that we underwent

during the study. The following points in this direction

would add to our total deliberations:-

1. During the study, on many occasions the respondent

groups gave us a cold shoulder.

2. The respondents from whom primary data was

gathered any times displayed complete ignorance about

the complete branded range, which was being studied.

3. Lack of time is the basic limitation in the project.

4. Some retailers/wholesellers refuses to cooperate with

the queries.

5. Some retailers/wholesellers gave biased or incomplete

information regarding the study.

6. Money played a vital factor in the whole project

duration.
80
7. Lack of proper information and experience also

because hurdle for me.

8. Some retailers did not answer all the questions or do

not have time to answer.

81
CONCLUSI
ON

82
 CONCLUSION

After analyzing the findings of the research, I can conclude that

Airtel lagged behind its competitors as far as customer service and

availability is concerned. The maximum no. of people who use the

mobile are 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 spend RS 500 on their connections. As

Airtel is the only company having the maximum no of mobile

connections so it must seriously look into the loop holes of the

existing customer service department.

As we know that now airtel has already launched its product with

logo Aisi azaadi aur kahan has already became popular in

market. So we can say that inspite of so many competitor in the

market Airtel is having a good position just because every time, it

tries its best to understand the need of its important customer.

83
BIBLIOGRAPHY

84
 BIBLIOGRAPHY

In this project report, while finalizing and for analyzing quality

problem in details the following Books, Magazines/Journals and

Web Sites have been referred. All the material detailed below

provides effective help and a guiding layout while designing this

text report.

Websites:

www.airtelworld.com

www.google.com

www.india.com

Magazines:

Airtel (2 July to 10 July 2004)

Airtel India page of HT paper (Thursday 1December 2004)

Cowards India (26 December to 4 Jan. 2004)

85
86
Question
naire

87
 QUESTIONNAIRE
Dear Sir/Madam,
I am a student of BBA of Krishna Institute of
Engineering & Technology, Ghaziabad, doing my summer training
project on consumer behavior from Airtel. Please give your
precious time for filling these details.

Q.1 For how long you have been using Airtel Product?

0-2 Years
2-5 Years
5-10 Years
More than 10 years

Q.2 Are you using other product instead of Airtel?

Yes
No

Q.3 Among them, which Brand you, prefer most?

Idea
Hutch
Airtel

Q. 4 How would you rate the experience with Brand?

Excellent Good Average Below

Average

Idea
Hutch
Airtel

88
Q.5 Do you collect any information search before making
purchase?

Yes
No.

89
Q.6 If yes, which sources are used?

Magazines
Dealers
Sales Executives
Operators reference
Pamphlets and catalogue
Reference from friends and relatives
Any other

Q.7 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
After sales services and parts, network
Value for money
Vehicle performance
Add on features or ergonomics of design

Q.8. Which of these marketing / sales schemes attracts you while

purchasing any connection?

Good Network
Discount scheme
Service package
Any other

Q.9 If you have to purchase a new connection or product in near

future, which Brand will you go for and why?

________________________________________________
___
________________________________________________
___
________________________________________________
___
90
 ________________________________________________
___

Q.10 Are you aware of various promotional activities being run by

Airtel, if yes then how? Are you satisfied with these
promotional activities?
Very Satisfied Somewhat Not
Satisfie Satisfied satisfied
d

Customer Care
By Ad Films
By Camp
24 hrs call center services

Q.11 How would you rate Airtel performance as your

expectation on 5 points scale (5 Highest)
1 2 3 45
After Sale service
Maintenance
Product as per expectation

Q.12 What are you suggestions for improving the product quality,
service availability and parts availability?

________________________________________________
________________________________________________
________________________________________________
________________________________________________
____________
91
92