PROJECT REPORT
ON
Comparative analysis of Marketing Strategies of
Vodafone & Airtel
UNDER GUIDANCE
Prof. Bharat Bhushan
(Submitted in fulfillment of the requirement for the degree)
MASTER OF BUSINESS ADMINISTRATION
(Marketing)
2008-2010
SUBMITTED BY
Raman Kumar
MBA- 4th SEM.
Roll No.-80907317092
1
ACKNOWLEDGEMENT
(Raman kumar)
2
DECLARATION
3
PREFACE
experience helps the students to view the real business world closely
4
CERTIFICATE
my guidance & supervision. This report has not been submitted to any
other unit or institution for a degree and diploma. The assistant & help
acknowledging.
Lecturer
Banur
Dated………………
5
CONTENT
PAGE
1.NEED OF STUDY……………………………………………………7
8. LIMITATION …………………………………………………........46
6
NEED OF THE STUDY
1.To identify the difference between market performance of Airtel
industry and Vodafone.
5.To study customer buying behavior and factors which influence the
purchase decision process.
7
OBJECTIVE OF THE STUDY
8
A brief history of Tele sector in India
In the early 1990s, the Indian government adopted a new economic policy
aimed at improving India’s competitiveness in the global markets and the
rapid growth of exports. Key to achieving these goals was a world-class
telecom infrastructure.
In India, the telecom service areas are divided into four metros (New
Delhi, Mumbai, Chennai and Kolkata) and 20 circles, which roughly
correspond to the states in India. The circles are further classified under
"A," "B" and "C," with the "A" circle being the most attractive and "C"
being the least attractive. The regulatory body at that time — the
Department of Telecommunications (DOT) — allocated two cellular
licenses for each metro and circle. Thirty-four licenses for GSM900
cellular services were auctioned to 22 firms in 1995. The first cellular
service was provided by, Modi Telstra in Kolkata in August 1995. For the
auction, it was stipulated that no firm can win in more than one metro,
three circles or both. The circles of Jammu and Kashmir and Andaman
and Nicobar had no bidders, while West Bengal and Assam had only one
bidder each.
9
Indian Cellular market immediately after the first round of licensing
in 1994-96 was beset by several problems for 3 - 4 years till the New
Telecom Policy1999 was announced. Some of these roadblocks / current
position is tabulated below:
ROADBLOCKS
CURRENT POSITION
10
Problems in Financial closures due to:
Licensing tenure of 10 years
Large upfront cash requirements from promoters due to heavy license fee
burden in initial stages of deployment Asset based financing approach by
Indian Financial Institutions.
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
11
and Bezeq exited from Fascel. In June 2001 British Telecom exited
from Bharti Cellular. Bell South International has also indicated
its intention to pull out from Skycell Communications, and Hong Kong-
based Distacom is seeking to sell its stake in Spice
Communications. First Pacific's (based in Hong Kong) continued
commitment to Escotel is uncertain, and the former is reviewing various
options.
Five companies together bid Rs16.3 billion to bag the licenses for the
fourth operator slots in four metros and 13 circles. Bharti emerged as the
No. 1 bidder with eight new licenses, followed by Escotel with four,
Hutchison with three, and Vodafone and Idea cellular with one each.
Bharti and Hutchison have already commenced operations in all the
circles while Idea is set to launch in Delhi. Escotel and Vodafone have
not made any headway
BHARTI, the third cellular operator for Delhi and Mumbai, started
services in March 2001. BSNL as the third nationwide cellular operator,
launched services in Kolkatta and Bihar in January 2002. This was
followed by Tamil Nadu in July 2002. A nationwide launch was
scheduled for 2 October2002. However, this has been postponed until
after mid October. Once BSNL rolls out its service, most telecom circles
will have four cellular operators. There will be tremendous
competitive pressure, which will result in lower tariffs. Future rate cuts are
12
expected, which will drive demand together with falling handset prices
and the introduction of prepaid services.
In the midst of declining interest in technology stocks, Bharti came out
with its long-awaited initial public offering (IPO) in January 2002.
Leveraging on the success of its cellular service, the company got a
very good response from the primary market. The total size of the IPO
was 185 million shares at a floor price of R s10. The issue was
oversubscribed by more than 2.5 timesnetting Rs8.3 billion. This will be
used to fuel its investment in long-distance, basic and cellular services.
13
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.
14
customize and differentiate better.
Year Event
15
1994 Telecom policy announced
January 1995 Tenders for 2nd operator in basic services apart from
DOT on circle basis
The National Telecom Policy of 1994 document, which laid out broad
policy guidelines rather than a series of action points. Like other policies,
it sought to achieve the impossible in finite time like improve quality of
service and its availability, wide coverage (a phone in every village), at
reasonable rates, etc. The targets in quantifiable terms were installation of
9.5mn additional lines, telephone on demand by 1997, and a PCO pop of
500. The Eighth Plan had also allowed private operators in value added
services. To facilitate licensing, the nation was divided into 20
circles(akin to a state) for basic and 21 circles for cellular telephony.
Mumbai falls in Maharashtra circle and Delhi in itself a circle.
The basic premise on which competition has been introduced is that every
circle will have one private operator apart from DoT/ BHARTI for basic
and two operators for cellular. DoT/ BHARTI have the option to become
the third cellular operator in future.
Government did not achieve most of its stated targets. The basic theme,
which was broadening the reach of telephony in India, has not been met.
Even liberalization policies were not implemented properly. The
regulator TRAI was set up after delays and confusion and even after its
creation DoT continued to fight with it in courts. It was also affected by
the resource crunch, and financing options like BOT, BOOT and BOLT
was not used at all. The major policy direction it showed was to allow
private sector entry in both basic and value added services. The intention,
16
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.
# Magazines
# Journals
17
# Vodafone Store
# Vodafone Ministore
SYNOPSIS
Telecom Sector In India
Wire line Subscribers:- The wire line segment subscriber base stood at
39.73 million with a decrease of 0.16 million at the end of January 2008.
18
Teledensity:- The gross subscriber base reached 206.83 million at the end
of March 2007. The Teledensity is 24.63%at the end of January 2008 as
compared to 18.31% at the end of March 2007, registering an increase of
6%.
19
only exist but also to excel in the market. Today’s market is enormously
more complex. Hence forth to s ur vive 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
AIRTEL
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.
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
20
the country, first Indian company to provide comprehensive telecom
services outside India in Seychelles and first private sector service
provider to launch National Long Distance Services in India. Bharti had
approximately 3.21 million total customers – nearly2.88 million mobile
and 334,000 fixed line customers. Its services sector businesses
include mobile operations in Andhra Pradesh, Chennai, Delhi,
Gujarat, Haryana, Himachal Pradesh, Karnataka, Kerala, Kolkata,
Madhya Pradesh circle Maharashtra circle, Mumbai, Punjab, Tamil
Nadu and Uttar Pradesh (West) circle. In addition, it also has fixed-line
operations in the states of Madhya Pradesh and Chhattisgarh, Haryana,
Delhi Karnataka and Tamil Nadu and nationwide broadband and long
distance networks.
21
• Position itself to tap data transmission opportunities and
offer advanced mobile data services;
Businesses
• Mobile services
• Fixed-line
Competitive Strengths
22
telecommunications- related business opportunities.
Brand Architecture:
Operations) Operations)
Distance)
Airtel - The flagship brand for cellular operations all across the
Indian country.
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
23
To understand the brand strategy, let’s first look at the brand building
exercise associated with Airtel — a brand that had to be repositioned
recently to address new needs in the market. When the brand was
launched seven years ago, cellular telephony wasn’t a mass market by
any means. For the average consumer, owning a cellular phone was
expensive as tariff rates (at Rs 8 a minute) as well as instrument prices
were steep — sometimes as much as buying a second-hand car.
Did it work? Repeated surveys following the launch showed that there
were three core benefits that were clearly associated with the brand —
leadership, dynamism and performance.
These were valuable qualities, but they only took Airtel far 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.
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
24
cellular market was changing
The leadership series was okay when you were wooing the crème de la
crème of society. Once you reached them you had to expand the market so
there was need to address to new customers By that time, Bharti was
already the leading cellular subscriber in Delhi with a base of 3.77 lakh (it
now has 1.8 million customers). And with tariffs becoming more
affordable — as cell companies tasrted cutting prices — it was time to
expand the market.
How could Bharti leverage this leadership position down the value chain?
Surveys showed that the concept of leadership in the customer’s minds
was also changing. Leadership did not mean directing subordinates
to execute orders but to work along with a team to achieve
common objectives — it was, again, a relationship game that needed to be
reflected in the Airtel brand.
Also, a survey showed that 50 per cent of the new customers choose a
mobile phone brand mostly 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.”
25
might not always work in urban markets that are now getting increasingly
saturated.
The idea was to bring Internet and mobile in perfect harmony. “The
name was chosen from the popular movie title It Takes basically, you
need the two services to tango to offer customers a new choice”, says
Sachdev.
26
The Magic
Perhaps the more ambitious experiment has been with— 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 –
• 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.
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 1.2 million today, overtaking Essar’s
branded pre-paid card Speed, which was launched much ahead of Magic,
which was launched much ahead of Magic. The company is now re-
working its Magic strategy even further.
27
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 they had not perceived
would be available from using a pre-paid card.
PHASE II –
• 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 acceler ating market expansion. The value
proposition is centered around a person’s 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
28
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.) 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 think is possible is possible with Airtel
Magic. The new brand slogan ‘Magic hai to Mumkin Hai.
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).
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 Airtel’s 16 states. The new strategy aims at correcting
the perception that the mobile category is useful mainly for ‘business’ or
‘work’ related scenarios.
29
new multi-media campaign. The campaign has been created by Percept
Advertising
PHASE III -
First time ever in India - any pre-paid card brand gives such freedom to
recharge any value
30
• 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.
• 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.
• 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 don’t
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 don’t 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.
• 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.
31
• 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 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 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
32
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 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.
33
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.
SWOT ANALYSIS
Strengths
Weakness
Opportunities
34
• The company's financial performance can receive a major
boost from There is a lot of scope of product and market
diversification.
• Exports of products will also have huge chances in the coming
years
• Airtel’s business has ample scope for gaining market share
from the unorganized sector . Rural penetration too holds vas t
potential to bring about growth.
Threats
The slowdown in the economy has restricted top line growth of most
FMCG major s and for Airtel also it will be difficult to maintain
historical growth rates in such a depressed scenario.
35
VODAFONE ESSAR
36
Comparison of
marketing
strategies
Between
37
Vodafone
Purpose of comparison
The comparison shows how both of the companies have been challenging
each other to gain market shares.
38
Brand positioning by Bharti Airtel
Market segmentation
Target marketing
Businessmen
Positioning
Marketing mix
39
Place: maximum outlets and service centers
By offering cheap and light mobile sets Vodafone attracts most of the
customers of small villages and towns.
In every district and big towns Vodafone opens its service centers to
provide better support and services.
In every small town the potential customers can easily purchase the
Vodafone SIM & Sets.
40
Market segmentation
Target marketing
Businessmen
Positioning
Creating brands
Marketing mix
• Fixed-line connections
41
• VSAT, Internet services and network solutions
• Broadband services
Universal Internetworking
Interactive Television
Visual Communication
Broadband Portal
42
RESEARCH METHODOLOGY
Achieving accuracy in any research requires a deep study regarding
the subject. The prime objective of the project is to compare Airtel with
the existing competitor (Vodafone) in the market and the impact of WLL
on Airtel. The research methodology adopted is basically based on
primary data via which the most recent and accurate piece of first hand
information could be collected. Secondary data has been used to support
primary data wherever needed.
Questionnaire Method
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.
• PRIMARY DATA
43
• SECONDARY DATA
PRIMARY DATA
QUESTIONNAIRE SURVEY
SECONDARY DATA
• INDUSTRY REPORTS
SAMPLE UNIT
44
SAMPLE SIZE: 200 PEOPLE
METHOD OF COLLECTION
RESEARCH INSTRUMENT
Questionnaire
45
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:-
8.Some retailers did not give answer all the question or do not have time
to answers.
46
Data analysis
And
Interpretation
47
MARKET PLAYERS IN TELE COMMUNICATION
25
20
15 B
hartiAirtel
10 Voda
fone
R
elia
nceIn
fo
5
Id
eaC
ellula
r
0
Ma
rketS
hareAug Ma
rkets
hare09
05
From above the graph it show that in 2005 Vodafone has highest market
share but in 2009 Airtel gets highest share market comperesion to other
company.
48
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 are15% of the total interviewed people.
Occupation Graph
OCCUPATION
10% 15%
15%
Student
Executives
Households
Other
55%
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 -
49
callers etc. who require mobile for their official purposes. The next
category is the households, who are either housewife, small units which
operate from their homes etc. They are 20% of the whole. The next
segment is the students. They are 15% of the whole. And 10% of the
whole is categories who are the professionals.
50
10%
10%
Fully Satisfy
Partialy
Dissatisfy
20% 60% Fully Dissatisfy
As the above graph clearly shows that customer services at Airtel seems
good. 60% of the people are satisfied 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 60% seem to be fully satisfied with Airtel’s
customer services, which is a very large amount.
15%
85%
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 bil.
51
Monthly expense graph
Monthly Expense
12%
24%
Rs 600
Rs 450
Rs 200
64%
35%
Awareness Of WLL
Yes
No
65%
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 65% people
knew WLL is all about.
52
Airtel, 80%
80%
70%
60%
50%
Airtel
40% Vodafone
30% Vodafone, 20%
20%
10%
0%
Airtel Vodafone
Vodafone was the brand which was popular amongst the interviewed
people. As Vodafone 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 Vodafone On
the basis of analysis of the questionnaire I have found that the maximum
no. of people who use mobile phones is 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.
There is 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
Vodafone.
53
Customer Response
Towards
Questionnaire
54
Q.1 Name those companies which provide telecom services now a days?
Airtel
Vodafone
Reliance
Tata Docomo
Idea
Q.2 which mobile company services you are using now a days?
Airtel
Vodafone
Others
55
Others, 20%
Airtel
Vodafone
Airtel, 50%
Others
Vodafone, 30%
The graph clearly show that there is 50% people who are using Airtel and
Vodafone has only 30% customer in the market other is remaining 20
%which include all other company. The graph suggest that Airtel
providing better service in present time.
Airtel
Vodafone
Reliance
Tata Docomo
Idea
56
0.45
0.4
0.35
0.3
0.25
0.2 42%
0.15 28%
0.1
14%
0.05 10%
6%
0 0
Airtel Vodafone Reliance Tata Idea
Most of the customer like to use Airtel because it provide better service
and networking. In this graph Airtel customer is about 40% and
Vodafone has 28% and other are not in large no. so Airtel has maximum
customer compare to other.
0-2 Years
2-5 Years
5-10 Years
More than 10 years
BrandLoyalty
80%
60%
40%
20%
0%
Morethan10
0-2 2-5 5-10
year
Series1 65% 20% 10% 5%
This graph show that customer change their brand according to new
schemes launch by the different company. In this graph there are 65%
customers which are loyal for only 0-2 years. And 20% people they used
the product at least 2-5 .There are some people who used the product at
least 5-10 years due to their satisfaction of the brand and 5% people who
used the product for long time. Most of time businessmen don’t change
their product due to their business .
57
Yes
No
A
irte
l
Y
ES,4
0%
Y
ES
N
O
N
O ,6
0%
Here are the customer responses about the use of the Airtel product and
other product rather than Airtel
in this segment of survey 60 % of customer are aspire with Airtel and 40
% shown interest in other telecom products in urban areas.
NO,15%
Y
E S
NO
Y
E S,85%
In this graph it represent that every customers before purchase they gather
the information .85% people search information before purchasing and
15%people they do not want to search any information . They purchase
which they like to want. The graph show that people are more aware to
purchase any product.
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Q.7 how would you rate the experience with Brand?
Airtel
Vodafone
Reliance
Tata
10%
15%
Airtel Excellent
VodafoneGood
RelianceAverage
50%
TataBelowAverage
25%
The above graph show that Airtel is more excellent brand compare to
Vodafone, Reliance Tata Indicom. Vodafone is also good but not enough
to Airtel. Reliance is quiet average by the rate of experience by the
customer according to brand name.Tata is below average due low
markets and less awareness of the people. So Airtel is a strong brand in
the market due to their better services.
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CONCLUSION
After analyzing the findings of the research, I can conclude that
Airtel lagged behind its competitors as far as customer service and
availability is concerned.
The maximum no. of people who use the mobile is
in the age group of 20 to 28. Cash cards are the most popular type of
mobile connections, as they are consumer friendly and recharging the
connection is not a problem. Maximum no. of people spends RS 500 on
their connections. As Airtel is the only company having the maximum no
of mobile connections so it must seriously look into the loop holes of the
existing customer service department.
As we know that now Airtel has already launched its product with logo “’
Aisi azaadi aur kahan” has already became popular in market. So we can
say that in spite of so many competitors in the market Airtel is having a
good position just because every time, it tries its best to understand the
need of its important customers. From the comparison and deep analysis
of every aspect of business of both the companies we can conclude that
bharti Airtel has to more work in every field of communication business.
It is the time not only to survive but to sustain in the market for a long
time.
For this Airtel has to work on its all marketing strategies, marketing,
promotion, brand image etc.
Airtel has to take Vodafone. Very seriously and update its own strategies
from time to time and when the need arises.
With aggressive marketing strategies Airtel has to target rural India as
70% of population of India lives in these areas.
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The other segment may be costumers of all age groups.
SUGGESTIONS
Following are the few suggestions to AIRTEL for improving the market
share and image of the products concerned.
1. PRODUCT
2. PLACE
* The brands must be made available easily in, PCO & general store
3. PROMOT ION
4. PRICE
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* Price should be as competitive as other company maintains.
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.
Books :
Websites:
www. Airtelworld.com
www.india.com
www.Vodafone.in
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QUESTIONNAIRE
Dear Sir;
Airtel
Vodafone
Reliance
Tata Indicom
Idea
Q.2 which mobile company services you are using now a days?
Airtel
Vodafone
Reliance
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Tata Indicom
Idea
Airtel
Vodafone
Reliance
Tata Indicom
Idea
0-2 Years
2-5 Years
5-10 Years
Yes
No
Airtel
Vodafone
Reliance
Tata Indicom
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Q.7 Do you collect any information search before making purchase?
Yes
No
Magazines
Dealers
Sales Executives
Any others
Q.9 What are the features you look for in a product before making
purchase decision? Give preferences (1-Highest, 6- least)
Brand credibility
Vehicle performance
Good Network
Discount scheme
Service package
Any other
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which Brand will you go for and why?
_________________________________________________
_________________________________________________
Q.12 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 satisfied Not satisfied
Customer Care
By Ad Films
By Camp
1 2 3 4 5
After Sale service
Maintenance
Q.14 What are you suggestions for improving the product quality,
service availability and parts availability?
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___________________________________________________________
____________________
___________________________________________________________
__________________________________________________________
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