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CONTENT

1. 2. 3. 4. 4.1. 4.2 4.3 4.4 %. '. ).

Introduction Research Methodology Descriptive work on the sub topic of study Data nalysis and Interpretation !o"parison swot analysis #uggestion $ !onclusion reco""endations &ibliography ppendi( !hecklist

INTRODUCTION
I, Shikhar Verma, being a student of BBA of Inderprastha Engineering college.

The project title Comparative Analysis between Bharti AIRTEL and Relian e In!o omm"# is the analysis of the big scale sector of communication. This project in ol es the big scale le el pro ided by Airtel to its customers. The sur ey !as conducted so as to analy"e the big scale sector pre ailing in the current industry and the impro ement that can be made upon it.

NEED OF THE STUDY


#. To identify the difference bet!een market performance of Airtel industry and $eliance Infocomm. %. To study the market of Airtel Industry and $eliance Infocomm. on big scale sector. &. To compare arious parameters of marketing strategies,

manufacturing process, technology adopted, production policy, ad ertising, collaboration, e'port scenario, future prospect for the t!o companies and go ernment policies . (. To study the le el of customer satisfaction in Airtel ) $eliance Info. *. To study customer buying beha ior and factors !hich influence the purchase decision process. +. To study consumer preferences. ,. To study the consumer trend in telecommunication sector. -. To study competiti e marketing strategies adopted by Airtel and $eliance Infocomm.

BAC$ %ROUND
The project is an e'tensi e report on ho! the Airtel .ompany markets its strategies and ho! the company has been able in tackling the present tough competition and ho! it is cooping up by the allegations of the /uality of its products. The report begins !ith the history of the products and the introduction of the Airtel .ompany. This report also contains the basic marketing strategies that are used by the Airtel .ompany of manufacturing process, technology, production policy,

ad ertising, collaboration, e'port scenario, future prospect and go ernment policies. The report includes some of the key salient features of market trend issues. In today0s !orld of cutthroat fierce competition, it is ery

essential to not only e'ist but also to e'cel in the market. Today0s market is enormously more comple'. 1ence forth, to sur i e in the market, the company not only needs to ma'imi"e its profit but also needs to satisfy its customers and should try to build upon from there.

RE&EARC' (ET'ODOLO%)
Achie ing accuracy in any research re/uires a deep study regarding the subject. As the prime objecti e of the project is to compare Airtel !ith the e'isting competitor2reliance infocomm.3 in the market and the impact of 455 on Airtel, The research methodology adopted is basically based on primary data ia !hich the most recent and accurate piece of first hand information could be collected. Secondary data has been used to support primary data !here er needed. Primary data was collected using the following techniques 6uestionnaire 7ethod 8irect Inter ie! 7ethod and 9bser ation 7ethod The main tool used !as, the /uestionnaire method. :urther direct inter ie! method, !here a face;to;face formal inter ie! !as taken. 5astly obser ation method as has one been continuous !ith the the /uestionnaire method, continuously obser es

surrounding en ironment he !orks in.

OBJECTIVE OF THE STUDY

Every organization has to achieve its organization goals. For this it is very essential for an organization to know about the view of consumers and their competitive products. This survey research may be also aimed as to estimate potential buyer for the product. The objective of the study is as under:-

. To know about customer acceptance of the product . To suggest the steps for the sales promotion of the product . To study the re uirement regarding to the future of the product . To analysis the consumer perception about the uality of the services . To find out solution of customers problems. . To know how the company has been successful in encountering the aggressive marketing strategies of competitors.

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Scope of the study


/ To conduct this research the target population !as the mobile users, 4ho are using @S7 technology. / Target geographic area. Sample si"e of *A !as taken. / To these *A people a /uestionnaire !as gi en, the /uestionnaire !as a combination of both open ended and closed ended /uestions. / The date during !hich /uestionnaires !ere filled. / Some dealers !ere also inter ie!ed to kno! their prospecti e. Inter ie!s !ith the managers of @S7 ser ice pro iders !ere also conducted. B :inally the collected data and information !as analy"ed and compiled to arri e at the conclusion and recommendations gi en. Sources of secondary data =sed to obtain information on, Bharti0s history, current issues, policies, procedures etc, !here er re/uired. B Internet B 7aga"ines B <e!spapers

B Cournals B Bharti .irculars B Bharti <e!s 5etters

1IMI* *I.3#9
The following were the limitations that were there during the course of the study: >. .imited time period. 8. .ess number of respondents. 1iasness of the respondents. Primary data was collected using the following techniques 6uestionnaire 7ethod 8irect Inter ie! 7ethod and 9bser ation 7ethod The main tool used !as, the /uestionnaire method. :urther direct inter ie! method, !here a face;to;face formal inter ie! !as taken. 5astly obser ation method as has one been continuous !ith the the

/uestionnaire

method,

continuously

obser es

surrounding en ironment he !orks in.

brief history of tele sector in India


In the early #DDAs, the Indian go ernment adopted a ne! economic policy aimed at impro ing IndiaEs competiti eness in the global markets and the rapid gro!th of e'ports. Fey to achie ing these goals !as a !orld;class telecom infrastructure. In India, the telecom ser ice areas are di ided into four metros 2<e! 8elhi, 7umbai, .hennai and Folkatta3 and %A circles, !hich roughly correspond to the states in India. The circles are further classified under GA,G GBG and G.,G !ith the GAG circle being the most attracti e and G.G being the least attracti e. The regulatory body at that time H the 8epartment of Telecommunications 289T3 H allocated t!o cellular licenses for each metro and circle. Thirty;four licenses for @S7DAA cellular ser ices !ere auctioned to %% firms in #DD*. The first cellular ser ice !as pro ided by, 7odi Telstra in Folkatta in August #DD*. :or the auction, it !as stipulated that no firm can !in in more than one metro, three circles or both. The circles of Cammu and Fashmir and Andaman and <icobar had no bidders, !hile 4est Bengal and Assam had only one bidder each. In #DD+, the Telecom $egulatory Authority of India 2T$AI3 bill !as introduced in the 5ok Sabha, and the president officially announced the T$AI ordinance on %* Canuary #DD,. The go ernment decided

to set up T$AI to separate regulatory functions from policy formulation, licensing and telecom operations. ?rior to the creation of T$AI, these functions !ere the sole responsibility of the 89T. 1igh license fees and e'cessi e bids for the cellular licenses put tremendous financial burden on the operators, di erting funds a!ay from net!ork de elopment and enhancements. As a result, by #DDD many operators failed to pay their license fees and !ere in danger of ha ing their licenses !ithdra!n. In 7arch #DDD, a ne! telecom policy !as put in place 2<e! Telecom ?olicy I<T?J #DDD3. =nder this ne! policy, the old fi'ed;licensing regime !as to be replaced by a re enue;sharing scheme !hereby bet!een -;#% percent of cellular re enue !ere to be paid to the go ernment. 1.1 INDIAN CE ! A" #A"$E% & EA" IE" "'AD( 'C$S

AND %)EI" "ES' !%I'N Indian .ellular market immediately after the first round of licensing in #DD(;D+ !as beset by se eral problems for & ; ( years till the <e! Telecom ?olicy of #DDD !as announced. Some of these roadblocks K current position is tabulated belo!L

ROADBLOC$& CURRENT +O&ITION High license fees 7igration to re enue sharing mode in #DDD mitigates high initial fund re/uirements for payment of license fees. Inade/uately funded businesses K !eak and fragmented promoters Businesses that ha e since been ade/uately funded gro!ing at o er +AM per annum, !hile businesses !ith !eak promoters continuing to languish ; spate of ac/uisitions K mergers, !ith (K* major groups emerging in the last oneKt!o years. Regulatory authority not in place Telecom $egulatory Authority of India 2T$AI3 firmly in place, and its role being accepted by all operatorsN 8eptt of Telecommunications 289T3 restructured, !ith operations and policy making roles ested in different bodies. Issues relating to unfa orable interconnect terms for pri ate operators, pass through income, intra circle long distance, spectrum a ailability and allocation and the like remained unresol ed for long periods.

Interconnect terms since rationali"ed, risks on pass through income to 89T K B1A$TI 27ahanagar Telecom <igam 5td.3 resol ed to the satisfaction of all parties !ith changes in methodology K re enue sharing, intra circle long distance allo!ed, spectrum a ailability cleared !ith acation of fre/uencies for usage by @S7 operators. Problems in Financial closures due to: 5icensing tenure of #A years 5arge up front cash re/uirements from promoters due to hea y license fee burden in initial stages of deployment Asset based financing approach by Indian :inancial Institutions. 5icensing tenure increased from #A to %A years 5arge up front cash re/uirements for license fee payments mitigated !ith migration to re enue sharing mode allo!ing promoters to deploy more capital for capital e'penditureN project financing being considered by most financial

institutions.

*oreign ownership + change of partner limitations :oreign o!nership norms clarified, and change of partners allo!ed as a matter of routine allo!ing ease of entry K e'it ; pa es the !ay for full control of businesses by foreign companies. Inade/uate gro!th of market K subscribers $oadblocks spelt out earlier resulted in lo! market K subscriber gro!th, but !ith correcti e measures taken, market K subscriber base e'pected to "oom 1., *!%!"E %"ENDS AND DE-E 'P#EN% There !ill be more competition, forcing operators to constantly focus on differentiations to maintain their lead. The implementation of enhanced net!orks like %.*@ !ill enable operators to offer data ser ices. This is an opportunity to customi"e and differentiate better. The entry of state;run operators like BS<5 and B1A$TI means that prices !ill no longer be controlled, thus there is less chance of a cartel being formed. <et!ork co erage in terms of geographic spread and /uality of co erage is crucial especially for the business subscriber.

The bigger the ser ice pro iderEs national presence, the better it is for businesses. 9n the roaming front, signing up !ith a national operator is ad antageous. 5imited mobility !ireless in local;loop ser ices 2by fi'ed net!ork ser ice pro iders3 !ill be a disad antage for cellular operators in the short term. .onse/uently, operators need to streamline their customer relation acti ities and adopt aggressi e subscriber ac/uisition and retention strategies. 1.. "E/! A%'"0 ISS!ES The operations of this sector are determined as under the Indian Telegraph Act of #--*. A document buried in the sands of time. The ne't major policy document, !hich !as produced, !as the <ational Telecom ?olicy of #DD(, a conse/uence of the on going process of liberali"ation. >ear #-*# #D(& #D-* #D-+ #DD# #DD( E ent :irst telephones in India <ationali"ation of telephone companies 8oT !as created .reation of B1A$TI and VS<5 Telecom e/uipment liberali"ed 5icenses for paging

#DD( September #DD(

Telecom policy announced @uidelines for pri ate sector participation in basic ser ices

<o ember #DD( 8ecember #DD(

.ellular licenses issued for metros Tenders for cellular licenses in #D cities apart from ( metros

Canuary #DD*

Tenders for %nd operator in basic ser ices apart from 8oT on circle basis.

August #DD* Canuary #DD+ <o ember #DD-

VS<5 launches Internet ser ices T$AI formed Internet policy announced

CO(+AN) +RO0ILE O0 B'ARTI AIRTEL


Vision GAs !e spread !ings to e'pand our capabilities and e'plore ne! hori"ons, the fundamental focus remains unchangedL seek out the best technology in the !orld and put it at the ser ice of our ultimate userL our customer.G These are the premise on !hich Bharti Enterprises has based its entire plan of action. Bharti Enterprises has been at the forefront of technology and has re olutioni"ed telecommunications !ith its !orld;class products and ser ices. Established in #D-*, Bharti has been a pioneering force in the telecom sector. 4ith many firsts and inno ations to its credit, ranging from being the first mobile ser ice in 8elhi, first pri ate basic telephone ser ice pro ider in the country, first Indian company to pro ide comprehensi e telecom ser ices outside India in Seychelles and first pri ate sector ser ice pro ider to launch <ational 5ong 8istance Ser ices in India. Bharti had appro'imately &.%# million total customers O nearly %.-- million mobile and &&(,AAA fi'ed line customers.

Its ser ices sector businesses include mobile operations in Andhra ?radesh, .hennai, 8elhi, @ujarat, 1aryana, 1imachal ?radesh, Farnataka, Ferala, Folkata, 7adhya ?radesh circle, 7aharashtra circle, 7umbai, ?unjab, Tamil <adu and =ttar ?radesh 24est3 circle. In addition, it also has a fi'ed;line operations in the states of 7adhya ?radesh and .hattisgarh, 1aryana, 8elhi, Farnataka and Tamil <adu and nation!ide broadband and long distance net!orks. Bharti has recently launched national long distance ser ices by offering data transmission ser ices and oice transmission ser ices for calls originating and terminating on most of IndiaEs mobile net!orks. The .ompany is also implementing a submarine cable project connecting band!idth. Bharti Enterprises also manufactures and e'ports telephone terminals and cordless phones. Apart from being the largest manufacturer of telephone instruments, it is also the first telecom company to e'port its products to the =SA. Bharti Tele;VenturesE strategic objecti e is Pto capitalise on the gro!th opportunities that the .ompany belie es are a ailable in the Indian telecommunications market and .hennai;Singapore for pro iding international

consolidate

its

position

to

be

the

leading

integrated

telecommunications ser ices pro ider in key markets in India, !ith a focus on pro iding mobile ser icesQ. The .ompany has de eloped the follo!ing strategies to achie e its strategic objecti eL

:ocus on ma'imi"ing re enues and marginsN .apture ma'imum telecommunications re enue potential !ith minimum geographical co erageN

9ffer

multiple

telecommunications

ser ices

to

pro ide

customers !ith a Gone;stop shopG solutionN

?osition itself to tap data transmission opportunities and offer ad anced mobile data ser icesN

:ocus on satisfying and retaining customers by ensuring high le el of customer satisfactionN

5e erage strengths of its strategic and financial partnersN and Emphasi"e on human resource de elopment to achie e operational efficiencies.

B1sinesses Bharti Tele;Ventures current businesses include ;

7obile ser ices :i'ed;line <ational and international long distance ser ices VSAT, Internet ser ices and net!ork solutions

Competitive &tren2ths Bharti Tele;Ventures belie es that the follo!ing elements !ill contribute to the .ompanyEs success as an integrated

telecommunication ser ices pro ider in India and !ill pro ide the .ompany !ith a solid foundation to e'ecute its business strategyL

<ation!ide :ootprint ; appro'imately D%M of IndiaEs total mobile subscribers resided in the .ompanyEs fifteen mobile circles. These #* circles collecti ely accounted for

appro'imately *+M of IndiaEs land massN

:ocus on telecommunications to enable the .ompany to better anticipate industry trends and capitali"e on ne! telecommunications;related business opportunitiesN

The strong brand name recognition and a reputation for offering high /uality ser ice to its customersN

6uality management team !ith ision and pro en e'ecution skillsN and

The

.ompanyEs

strong

relationships

!ith

international

strategic and financial in estors such as SingTel, 4arburg ?incus, International :inance .orporation, Asian

Infrastructure :und @roup and <e! >ork 5ife Insurance. Brand Ar hite t1re, Bharti is !orking on a comple' three&layered 1randing architecture H toL .reate specific brands for each ser ice, Build sub;brands !ithin each of these ser ices and =se Bharti as the mother brand pro iding the group its corporate identity as !ell as defining its goal to become a national builder of telecoms infrastructure.

&0 R*I

IR*-1
:!ellular .perations;

*.4!0*-1
:&asic #ervice .perations;

I3DI .3:3ational 1ong Distance;

Air%el & The flagship brand for cellular operations all across the country. %ouchtel ; The brand earmarked for basic ser ice operations. India 'ne ; The brand for national long distance 2<583 telephony Though the costs of creating ne! brands are hea y but the group !ants to create 2distinct independent 1rands to address different customers and profiles3. (rand Strategy4

To understand the brand strategy, let0s first look at the brand building e'ercise associated !ith AirTel H a brand that had to be repositioned recently to address ne! needs in the market. 4hen the brand !as launched se en years ago, cellular telephony !asn0t a mass market by any means. :or the a erage consumer, o!ning a cellular phone !as e'pensi e as tariff rates 2at $s - a minute3 as !ell as instrument prices !ere steep H sometimes as much as buying a second;hand car. Bharti could ha e addressed the customer by rationally e'plaining to him the economic ad antage of using a mobile phone. But Sachde says that such a strategy !ould not ha e !orked for the simple reason that the alue from using the phone at the time !as not commensurate !ith the cost. PInstead of the alue;proposition model, !e decided to address the sensory benefit it ga e to the customer as the main selling tack. The idea !as to become a badge alue brand,Q he e'plains. So the AirTel Pleadership seriesQ campaign !as launched sho!ing successful men !ith their laptops and in their delu'e cars using the mobile phone. In simple terms, it meant Airtel !as positioned as an aspirational brand that !as meant for leaders, for customers !ho stood out in a cro!d.

8id it !orkR $epeated sur eys follo!ing the launch sho!ed that there !ere three core benefits that !ere clearly associated !ith the brand H leadership, dynamism and performance. These !ere aluable /ualities, 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 !ider audience. And the arious brand;tracking e'ercises sho!ed that despite all these good things, there !as no emotional dimension to the brand H it !as percei ed as cold, distant and efficient. Sachde and his team reali"ed that in a business in !hich customer relationships !ere the core this could be a major !eakness. The reasonR 4ith tariffs identical to competitor $eliance Infocomm. and roughly the same le el of ser ice and schemes, it had no! become important for Bharti to Phumani"eQ AirTel and use that relationship as a major differentiation. The brand had become something like 5ufthansa H cold and efficient. 4hat they needed !as to become Singapore Airlines, efficient but also human. A change in tack !as important because this !as a time !hen the cellular market !as changing.

The leadership series !as okay !hen you !ere !ooing the crSme de la crSme of society. 9nce you reached them you had to e'pand the market so there !as need to address to ne! customers. By that time, Bharti !as already the leading cellular subscriber in 8elhi !ith a base of &.,, lakh 2it no! has #.% million customers3. And !ith tariffs becoming more affordable H as cell companies started cutting prices H it !as time to e'pand the market. 1o! could Bharti le erage this leadership position do!n the alue chainR Sur eys sho!ed that the concept of leadership in the customer0s minds !as also changing. 5eadership did not mean directing subordinates to e'ecute orders but to !ork along !ith a team to achie e common objecti es H it !as, again, a relationship game that needed to be reflected in the AirTel brand.

Also, a sur ey sho!ed that *A per cent of the ne! customers choose a mobile phone brand mostly through !ord;of;mouth endorsements from friends, family or colleagues. Thus, e'isting customers !ere an important tool for market e'pansion and Bharti no! focused on building closer relationships !ith them. That is precisely !hat the brand tried to achie e through its ne! positioning under the AirTel 2%ouch %omorrow3 brand campaign.

This set of campaigns portrayed mobile users surrounded by caring family members. Says Sachde L PThe ne! campaign and

positioning !as designed to highlight the relationship angle and make the brand softer and more sensiti e.Q As it looks to e'pand its cellular ser ices nation!ide Hto eight ne! circles apart from the se en in !hich it already operates H Bharti is no! reali"ing that there are ne! compulsions to re!ork the AirTel brand, and a ne! e'ercise is being launched to this effect. $ight no!, the company is un!illing to discuss the ne! positioning in detail. But broadly, the focus is on positioning AirTel as a po!er brand !ith numerous regional sub;brands reflecting customer needs in arious parts of the country. If AirTel is becoming more humane and more sensiti e as a brand, Bharti has also understood that one common brand for all cellular operations might not al!ays !ork in urban markets that are no! getting increasingly saturated. To bring in ne! customers, the company decided that it needed to segment the market. 9ne such e'periment, launched last year, is >outopia, a brand aimed at the youth in the #( to #D age bracket and for those !ho are Pyoung at heartQ. 4ith its earlier positioning, AirTel !as percei ed as a brand for the !ell;heeled older customerN

there !as nothing for younger people. 4ith >outopia, AirTel hoped to re erse that. In order to deli er the concept, AirTel offered rock bottom tariff rates 2%* paise for &A seconds3 at night to >outopia customers H a time !hen they make the ma'imum number of calls. It also set up merchandising e'ercises around the scheme H like a special portal for young people to buy things or bid for goods. The company is no! looking at offering other ser ices at affordable prices to this segment !hich include music do!nloads on the mobile and bundling S7S rates !ith normal calls to make it cheaper for young people to use. The other e'periment that Bharti has !orked on is to go in for product segmentation through the Tango brand name. The brand !as created to offer mobile users Internet;interface ser ices or !hat is kno!n as 4A? 24ireless Application ?rotocol3. The idea !as to bring Internet and mobile in perfect harmony. PThe name !as chosen from the popular mo ie title It %a5es %wo %o %angoL basically, you need the t!o ser ices to tango to offer customers a ne! choiceQ, says Sachde .

This, ho!e er, had less to do !ith the branding e'ercise as !ith inefficiency of ser ice 2accusingly slo! do!nload speeds3 and the limited utility of 4A? ser ices. Subse/uently, the ads !ere !ithdra!n, but the company re;iterated that the branding e'ercise could be re i ed because Tango !ill be the brand to offer @?$S ser ices H or permanent Internet connecti ity on the mobile phone H !hich AirTel is e'pected to launch soon.

AirTel today un eiled its strategy for market e'pansion !ith the launch of its ne! AirTel 7agic pre;paid card brand campaign O T7agic hai to 7umkin hai0. The strategy is targeted at the non;user segment defined as young adults, #*;&A years of ageN in the Sec B ) . segment is aimed at accelerating market e'pansion. The alue proposition is centered around a person0s desire to make all his K her dreams, ambitions ) aspirations instantly possible. The ne! campaign for AirTel 7agic is all about empo!ering millions of Indians to be on top of their li es. The brand is positioned to be rele ant to the mass;market !ho !ant to make all their dreams, hopes ) desires come ali eU instantly. 2At just $s.&AAK; per month AirTel 7agic is so easy to buy.3 Impro ing producti ity, letting you befriend the !orld and opening up ne! hori"ons. It gi es you the freedom to control your life in a !ay ne er possible before. Indeed, anything that you think is The ne! brand slogan

possible is possible !ith AirTel 7agic.

T7agic hai to 7umkin hai0 has been specially created to capture this effecti ely. This strategy is designed to help us talk to this segment directly in the tone, manner ) language of the masses. The P7umkin haiQ

alue proposition !ill help us e'pand the market and gain a higher percentage of market shares in the process. The brand ambassadors Shahrukh Fhan and Fareena Fapoor embody this Tcan do0 or P7umkin 1aiQ spirit 2infact that is the reason they !ere selected as brand ambassadors3. Sharukh rose from a TV actor to become India0s top film star and national heartthrob. Fareena0s success is due to her Tattitude0, talent, hard !ork and the sheer ability to make a mark in such a short time. Both these stars ha e said T7umkin hai0 and made it happen for themsel es. The genre of this ne! strategy ) campaign is 1indi cinema led. This genre connects millions across India. The spirit of romance, dancingU the Indian cinema, !ell kno!n to most as Bolly!ood, holds millions of Indians together as one. The ne! TV campaign of AirTel 7agic crafted in the 1indi film idiom, magnifies the empo!ering optimism of P7umkin 1aiQ, in the endearing situation of a boy;girl romance. 4here Sharukh Fhan, sets his eyes on Fareena Fapoor and !ins her lo e !ith the help of AirTel 7agic. 2?oignantly con eying that special feeling !e all get !hen a dream is made possible and a ictory of the heart is !on3.

'ther (rand (uilding Initiati6es4& The main idea is to stay ahead of competition for at least si' months. 4orking on the abo e game plan Bharti is constantly coming up !ith ne!er product offerings for the customers. The focus, of course, is to offer better /uality of ser ice. To make the ser ice simpler for customers using roaming facilities, Airtel has de ised common numbers for subscribers across the country for ser ices like customer care, food ser ices and cinema amongst others. It !ill also launch a unified billing system across circles so, customers mo ing from one place to another do not ha e to close and then again open ne! accounts at another place. To assist customer care personnel to deal !ith subscriber /ueries, a storehouse of (A,AAA fre/uently asked /uestions and their ans!ers ha e been stored on the computers. Bharti e'pects that most of its ne! customers 2one estimate is that it !ould be +A to ,A per cent of the total ne! subscriber base3 !ould come from the pre;paid card segment. So, they must be gi en alue;added products and ser ices !hich

competitors don0t pro ide.

Bharti, for the first time for a cellular operator, has decided to offer roaming ser ices e en to its pre;paid customers, but the facility !ould be limited to the region in !hich they buy the card. To ensure that customers don0t migrate to other competing ser ices 2!hich is kno!n as churn and ranges from #A to #* per cent of the customer base e ery month3, the company is also !orking on a loyalty program. This !ill offer subscribers tangible cash benefits depending upon their usage of the phone. The loyalty program !ill not be only for a Tbadge alue0, it !ill pro ide real benefits to customers. The idea is to create an Airtel community. Another key area !hich Bharti is concentrating its attention upon is a ne! roaming ser ice launched in 8elhi under !hich calls of a roaming subscriber !ho is isiting the city !ill be routed directly to his mobile instead of tra eling ia his home net!ork. The company also offers multi;media messaging systems under !hich customers ha ing a speciali"ed phone !ith a in; built camera can take pictures and e;mail it to friends or store it in the phone. The cost per picture is bet!een $s * to $s ,.

Bharti is also a!are that it has to make o!ning a ready;to;use cellular ser ice much easier than it is today. A key area is to increase the number of acti ation centers. Earlier Bharti had %*A Airtel .onnect stores !hich !ere e'clusi e outlets 2for its ser ices3 and about %*A Airtel ?oints !hich !ere kiosks in larger shops. <o! acti ation can be done by all of them, and not only by .onnect outlets, all !ithin #* to %A minutes. In comparison, the competition takes t!o to four hours. ?re; paid cards are really catching up !ith the mobile phone users and it is actually helping the market to increase. :irst, they are easier to obtain and con enient to use. =nlike post; paid, one need not pay security deposits for picking up a pre; paid card. It is often a ailable e en !ith paan!alas. As befits a fast;mo ing consumer ser ice, the game is no! mo ing beyond price to e'panding distribution reach and ser icing a !ell;spread;out clientele !ith technology and strategic

alliances. Bharti is focusing on t!o factors to make pre;paid cards more attracti e. Feeping the entry cost lo! for consumers and making recharging more con enience. Bharti is in the process of launching a ne! system in alliance !ith 7umbai;based company Venture Infotech !hich !ill

enable a pre;paid card user to rene! his subscription by just s!iping a card. The system !ill not only sa e users the hassle of going out and buying a card e ery time it e'pires but also enable mobile companies to reduce the cost of printing and distributing cards. Bharti Tele entures has tied up !ith E4aiter on !heels,E a company deli ering food at home, to reach its 7agic pre;paid cards to subscribersE doorsteps. The company is also joining hands !ith local grocery shops !hich !ill enable users to recharge their cards by just making a phone call to the shop. Apart from impro ing the con enience of recharging, mobile operators are beefing up their distribution channels. The company is constantly inno ating to enhance the alue

proposition for its pre;paid ser ice. They are le eraging technology to e'pand their distribution net!ork and deli er round;the;clock recharge options to its 79TS 27obile 9n the Spot3 subscribers. Bharti .ellular has also launched a special ser ice,

.areTouch, for high; alue, corporate customers, pro iding them !ith instant, single;point access for any assistance they re/uire. .ustomers can dial ,,, and enjoy a sle! of ser ices,

!hich includes easier payment of bills, ser ice on priority basis, and alue;added ser ices !ithout any additional paper !ork. Bharti .ellular is offering a range of ser ices !ithout going through an interacti e oice recorder ensuring that they sa e time. 8edicated T.areTouch0 e'ecuti es are e'pected to assist customers !ith any ser ice on priority basis. Besides the regular proacti e reminder calls for bill payment, customers can also call .areTouch for bill payments at free of cost. AirTel presented #%- In1o78 the first Ton;air0 S7S based interacti e music dedication sho! e'clusi ely for AirTel and AirTel 7agic customers. 1ighly interacti e VC based sho! !ith real;time feedback mechanism. Both brands joined hands to target the high gro!th youth segment.

Bhartis View on its Branding strategy::irst, brand building efforts in today0s conte't ha e to be seen in a more holistic manner. 8eli ering alue on a sustained basis is

perhaps the most potent key to build a brand that lasts. =nflinching orientation to customer needs is the second key success factor. .ustomers 2be it for industrial products or consumer goods and ser ices3 across the !orld are more informed and, at the same time, becoming more indi idualistic in their needs and far more demanding !ith the passage of time. ?ro;acti e tracking of shifts in consumer beha ior, anticipating redefined or emerging customer needs, and then reacting in Preal; timeQ are essential to attract and retain customer loyalty H a key element of creating brand e/uity in the present situation. .ustomi"ing the product 2and communication of its benefit3 to meet the specific needs of arious consumerKcustomer 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 ad ertising and promotion. This is not to say that ad ertising and promotion are less rele ant. 9n the contrary, !ith

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 !ith enterprise;!ide

PreengineeringQ of the business philosophy and core design, production, and deli ery operations for the product itself. The positi e spin to this argument is that by first addressing the fundamentals, the enterprise itself becomes more competiti e. This can be the beginning of a irtuous cycle !herein brand e/uity

continues to increase as the enterprise sustains deli ery of an appropriate product or ser ice at an e er increasing alue. It is, ho!e er, crucial to note that in the years to come, not only !ill the cost of building a regional or a national 2or an international3 brand !ill continue to rise but also the time taken to do so !ill be longer and !ill need sustained and focused efforts.

!o"parison of "arketing strategies between &harti irtel and Reliance Infoco"".


The sub main purpose of this report is to compare the marketing %trategies adopted by 1harti &irtel and its rival $eliance )nfocomm. The comparison shows how both of the companies have been 'hallenging each other to gain market shares.

7hy co"parison with Reliance Infoco""<


?1harti &irtel is the leader in telecommunication sector. ?1harti &irtel holds the lion share of market of communication sector. ?(owever: $eliance has been giving tough competition to 1harti &irtel. ?$eliance )nfocomm is the second largest player and share holder in 'ommunication sector. ?%ince its launch $eliance info. has been adopting aggressive marketing %trategies. ?The comparison shows how reliance info. 'aptured 88@ market share in #ne month of its first launch of postpaid subscription in 8998.&*. ?,ith a different technology cdma $eliance creates it own market. ?$eliance )nfo. today deals in every business of communication sector.

making and changing the strategies to capture the market shares

&rand positioning by &harti irtel


Market segmentation
6eographical segment Ametropolitans B cities )ndiaC *emographic segment - middle income groups "eople age group of 89 to 8D year

Target marketing
"eople living cities and towns. "oor and middle income groups. !oungsters in big cities. 1usinessmen

Positioning
'reating brands A%harukh khan B %achin TendulkerC &ds and promotions

Marketing mix
"rice : "lace : "roduct : "romotion: low price strategy maEimum outlets and service centers verities available for various groups various schemes for pre-paid and post-paid

M R 8-*I32 #*R *-2I-# ./ R-1I 3!- I3DI M.&I1-.:RIM;

$im target the rural )ndia


The main targeted customers of $im are from rural )ndia. 1y offering cheap and light mobile sets $im attracts most of the customers #f small villages and towns.

#ffering cheap handsets


$im offers cheap and free connections to all costumers. The cost for $s-F99Gset and onward.

Free support and services


)n every district and big towns rim opens its service centers to provide better support and services.

%trong logistics and supply chain


$im has a strong logistict and supply all over )ndia.

)n every small town the potential costumers can easily purchase the rim sets.

Targeting youngsters in metropolitans $im attracts youngsters by offering colorful handset at very low prices.

Brand positioning by Rim


Market segmentation
6eographical segment Arural )ndiaC *emographic segment - middle income groups

Target marketing
"eople living in small towns and villages. "oor and middle income groups. !oungsters in big cities. 1usinessmen

Positioning
'reating brands &ds and promotions

Marketing mix
"rice : low price strategy "lace : maEimum outlets and service centres "roduct : varities available for various groups "romotion:various schemes for pre-paid and post-paid

#che"es started by RIM


+lan 8999 #AAA #AAA #.AA #AAA +lan 8:99 #*AA #*AA A.DA #AAA +lan 5999 %AAA %AAA A.-* #AAA

+lan name 7onthly ?lan .harge 2$s.3 :ree .alls 4orth 2$s.3 $ate per .all =nit B 2$s.K?ulse3 $efundable 8eposit for I58 2$s.3

&mart O!!i e 3 Call har2es E!!e tive Rate4(in 3 56 hrs7

Call 1nit Len2th;+1l se7;&e "7 Calls to 0i?ed Lo al lines Calls ;in l1din 2 Intra3 ir le @ :9 Ams7 Intra3 ir le B :9 Ams Inter 9 3 3 :9 ir l Am e s B :9 Am s Calls to RI( Intra3 ir le Inter3 ir le Calls to other Intra3 mobiles ir le Inter3 ir le #-A

+lan 8999 +lan 8:99 +lan 5999 < Re" < Rs" < Rs" 9">: 4 8"99 4 9"=9 4 +1lse +1lse +1lse A.&& A.&A A.%-

+A DA

#.AA A.+,

A.DA A.+A

A.-* A.*,

&A

%.AA

#.-A

#.,A

#%A +A +A &A

A.*A #.AA #.AA %.AA

A.(* A.DA A.DA #.-A

A.(& A.-* A.-* #.,A

Effecti e $ateK7in is indicati e. .harging !ould be done on the basis of .all =nit 5ength 2?ulse3. .all =nit 5ength 2?ulse3 is the duration of a call after the e'piry of !hich, a ne! call starts. E.g. in ?lan #AAA , a call to a local fi'ed line !ill be charged at $e. #.AA for a #-A second call 2or part thereof3. 9nce you cross the #-A second .all =nit 5ength 2?ulse3, you !ill be charged another $e.#.AA !hich !ill allo! you to talk for another #-A seconds. <oteL .alls bet!een 7umbai;7aharashtra, .hennai;Tamilnadu, Folkata;4est Bengal, =?2East3 ; =? 24est3 !ill be treated as Intra; .ircle calls.

Call Rates to &atellite +hones by RI(


IN(AR&AT CALL RATE&,

Internet Usa2e Rates Call Char2es Depi ted !or +lan 8999 Call E!!e tive I&+ Total Unit Rate 4 Char2es Char2es len2th Call Unit Rate 4 ;Rs"4(in"7 Rs4 'r" ;+1lse7 ;Rs"7 (in ;&e "7 ;Rs"7 A.#A (*A #.AA A.#& #(

?eak 1our $ates on all days 2A+L&A ; %%L&A3 9ff;?eak 1our $ates on all days 2%%L&A ; A+L&A3

A.#A

DAA

#.AA

A.A,

#A

Re2ion Atlantic 9cean ; East ?acific 9cean Indian 9cean

Call Unit Len2th ;+1lse7 ;&e "7 # # #

Rate ;Rs"7 *.-& *.-& *.-&

& hemes and plans by Bharti Airtel


Amo1nt ;Rs"7 :6 D9 F: 899 85: 8:9 8F: 599 58D 55: 5:9 5F: E99 Amo1nt ;Rs"7 E56 E:9 ED9 EF: 699 65: 6F: :99 :5: :69 D99 D:9 F99 FF: >99 ; Rs"7 >:9 =99 8999 89>9 8599 8E99 8699 8:99 8>99 5999 58D9 E999 :999 D999 F999 >999 =999 &ervi e Ta? ;>C7 6 6"66 :":D F"68 ="5D 88"88 85"=D 86">8 8D 8D"DF 8>":5 59"EF 55"55 &ervi e Ta? ;>C7 56 5:"=E 5D"DF 5F"F> 5="DE E8"6> E:"8= EF"96 E>">= 69 66"66 6>"8: :8">: :F"68 :9"ED Ta? ;>C7 D5"=D DD"DF F6"9F >9 >>">= =D"E 89E"F 888"88 8EE"EE 86>"8: 8D9 555"55 EF9"EF 666"66 :8>":5 :=5":= DDD"DF +ro essin2 0ees;Rs"7 5: 5: 5: 5: :9 :9 :9 :9 >: >: >: >: >: +ro essin2 0ees;Rs"7 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 0ees;Rs"7 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 8:9 E99 E99 E99 E99 E99 TalA Time ;Rs"7 5: E9":D 66"66 DF":= D:"F6 >>">= 885"96 8E:"8= 88: 85E"EE 86D"6> 8D="DE 8>E"F> TalA Time ;Rs"7 8:9 8F6"9F 8>E"EE 8=F"55 559"EF 56E":5 5>=">8 E85"=D EED"88 E:9 69:":D 6:8":D 6=>"8: :DF":= :>9"F6 ;Rs"7 DEF"96 D>E"EE FF:"=E >:9 =D8"88 89:E"F 886D"E 85E>">= 8:8D"DF 8F98">: 8>:9 5D5F"F> 6E5="DE :5::":D D8>8"6> F89F"68 >9EE"EE .alidity ;Days7 : : : : 89 89 89 89 59 59 59 59 59 .alidity ;Days7 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 ;Days7 D9 D9 D9 D9 D9 D9 D9 D9 D9 D9 D9 D9 EDD EDD EDD EDD EDD

====

F69"DF

E99

>=:>"EE

EDD

Services provided by Bharti Airtel

7obile ser ices !ith @S7 technology :i'ed;line connections <ational and international long distance ser ices VSAT, Internet ser ices and net!ork solutions Broadband ser ices

Services provided by Reliance Infocomm.


Hmobile services with '*4& technology HfiEed-line telephone services H+niversal )nternetworking H3o)" A3oice over )nternet "rotocolC H)nteractive Television H3isual 'ommunication H1roadband "ortal HTelecommuting

Subscriber numbers in (mn) held by Reliance and AIRTEL


#ervice provider irtel Reliance =une>?3 3.1A 1.)2 sep>?3 4.%2 4.2? Dec>?3 @.@? %.24 Mar>?4 %.@? '.2% Mar>?@ 1?.A) 1?.4@ Mar>?' 14.?' 12.AA

#ource.*R I

MARKET

LA!ERS I" TELE #$MM%"I#ATI$"

.perator 1harti &irtel $eliance )nfocom 3odafone )dea 'ellular

Market share Market share MarBB?4 MarBB?' >I.9J 88.KI 8>.D> >J.IJ >F.9L >9.K= >J.9> D.KI

7A$FET S1A$E

Time to pro ide ser ice in days

$eliance Take more time in comparison to Airtel ) Tata that0s !hy company loosing their customer, and market position

0INDIN%& AND ANAL)&I&

A2e %ro1p %raph

As !e can see from the abo e graph, the people !ho are in the age group of %#;%- years are the ones !ho are the ma'imum users of mobile phones. This segment is the one !hich gi es ma'imum business to the mobile operators. This segment constitutes the young e'ecuti es and other office going people. They are +*M of the total people !ho !ere inter ie!ed. The ne't age group are the

people !ho are %-;&* years old. They are %AM of the total. They are those !ho are at home or ha e small business units etc. And the ne't age group is the youngest generation !ho are #*;%# years old. They are school and college going students and carry mobile phones to flaunt. They are #*M of the total inter ie!ed people.

1pation %raph

OCCU+ATION 89C 59C 8:C

::C &TUDENT& E*ECUTI.E& 'OU&E'OLD& OT'ER&

As the abo e graph sho!s that **M of the total people inter ie!ed are !orking. So, these people are the ones !ho are the ma'imum users of mobile phones. They are the young e'ecuti es, managers, Tele ; callers etc. !ho re/uire mobile for their official purposes. The

ne't category is the households, !ho are either house!ife, small units !hich operate from their homes etc. They are %AM of the !hole. The ne't segment is the students. They are #*M of the !hole. And #AM of the !hole is categories !ho are the professionals.

&ervi e +rovider %raph

The abo e graph sho!s a slice of *AM. These are the total no. of people !ho are using Airtel. It seems that people are more a!are of Airtel than any other brand. The ne't popular brand is 1utch. &A* of the people inter ie!ed had 1utch connections. The ne't popular brand !as Idea. #*M people had Idea connections. As it came ery late in the market !hen Airtel had established it self ery !ell. So, that could be one of the reasons of such a lo! percentage. The remaining *M had trump connections. C1stomer &ervi e At Airtel %raph

CU&TO(ER &ATI&0ACTION LE.EL


#AM %AM

#AM +AM :=55> 8ISSATIS:IE8 ?A$TIA55> :=55> 8ISSATIS:IE8

As the abo e graph clearly sho!s that customer ser ices at Airtel seems poor. +AM of the people are dissatisfied !ith the customer ser ices pro ided by Airtel. They are the ones !ho ha e the ma'imum share in the market but they are lagging behind in the customer ser ices. #AM of the people !ere fully dissatisfied !ith the customer ser ices of Airtel. This could lea e an impact on the mind of the consumer. 1e can e en s!itch o er his brand. %AM of the people seemed partially satisfied !ith the customer ser ices and only #AM seem to be fully satisfied !ith Airtel0s customer ser ices, !hich is a ery small amount. Type O! Card %raph

'ash cards seemed uite popular among the people interviewed. D=@ 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. &irtel should make sure that 4agic is available in each and every nook and corner of the market. >=@ of the people were having sim connections which is the regular bill.

(onthly e?pense 2raph

(onthly E?pense

56C

85C

Rs D99 Rs 6:9 Rs 599

D6C

?eople on an a erage spend $S *AA per month as their mobile phone e'pense. +(M people spend this amount. %(M people spend $S &AA per month as their monthly mobile e'pense. And the remaining #%M had an e'pense more than $S #AAA, they could the ones ha ing sim connections or ha ing cash cards and ha ing a lot of business calls on their mobiles.

Awareness Abo1t GLL %raph

455 seemed to be a ne! !ord for many of the people. (*M of the people !ere not at all a!are of such a technology. So, in order to get the ans!er for this /uestion they !ere first e'plained the concept. 9nly, **M people kne! !hat 455 is all about.

Awareness of 9

Players /raph

AGARENE&& O0 GLL +LA)ER&


TATA INDICO( 8:C

RELIANCE >:C

$eliance !as the brand !hich !as popular amongst the inter ie!ed people. As $eliance had done so much ad ertising and has it banners and hoarding spread all o er Sagar So, this could be one the reasons of its popularity. Tata !as hardly a kno!n brand in this ne! field. ?ossibly, because of less promotions done by them as compared to $eliance.

&U%%E&TION&
:ollo!ing are the fe! suggestions to AIRTEL for impro ing the market share and image of the products concerned. 8" +RODUCT V7odification must be brought about in AI$TE5, in terms of /uality. Its demand should be increased. 5" +LACE V The brands must be made a ailable easily in, ?.9 ) general stores. E" +RO(OTION V.ompany must undertake e'tensi e promotional acti ities like ad ertisements must be released in different 7edias to create brand a!areness. V:ree samples should be distributed among the prospects. Sales promotion tools like gifts, contests and coupons must be gi en to retailers as !ell as customers and prospects. V .atalogues should be distributed among customers.

&GOT ANAL)&I&
&tren2ths Being one of the largest companies in India the company has achie ed a degree of focus in its core business of its products. It has a strong brand name, superior /uality products and an en iable distribution net!ork. It has a clear and !ell;defined organi"ation structure and limits of financial authority. Increase in ad ertisement spends affect the company0s margins. The companyTs bottom line falls ictim to the bloated and

highly paid !orkforce, !hich affects its margins. GeaAness, 5ittle efforts o er the Ad ertising of products. 8istribution channel is not accurately categori"ed. ?remium priced products, hence can0t compete in lo! price segment. <o separate strategy for rural market.

Opport1nities, The companyEs financial performance can recei e a major boost from its cost reduction efforts. There is a lot of scope of product and market

di ersification. E'ports of products !ill also ha e huge chances in the coming years. Airtel0s business has ample scope for gaining market share from the unorgani"ed sector. $ural penetration too holds ast potential to bring about gro!th. Threats The slo!do!n in the economy has restricted topline gro!th of most :7.@ majors and for Airtel also it !ill be difficult to maintain historical gro!th rates in such a depressed scenario. .ompany0s major ra! materials are influenced by

go ernment policies K controls as !ell as monsoons.

agaries of the

:luctuations in the prices of ra! materials

!ould ha e significant impact on costs and margins of the company.

RECO((ENDATION&
I ha e made follo!ing recommendation to the company after doing the summer training thereL The company should modify its credit policy as they only target the cash paying customers !ho are not easy to trace. The company should emphasis more on the /uality of ?harmaceuticals ?roducts it !as mostly claimed by the e'porters that their receipts from company doesn0t matches !ith the sample0s gi ing orders. The company should make its marketing strategy fle'ible enough in order to face competition. The company should keep an eye on the proper deli ery of the goods to e'porter on time, as it has been recommended by e'porters to make the deli ery on time. The company rate policy must be fle'ible enough to catch ne! customers because if company offers lo!er price to a ne! customer then he may continue buy the goods and can be a permanent customer for the company. /uality sho!n before

LI(ITATION&
#. 8uring the study, on many occasions the respondent

groups ga e us a cold shoulder. %. The respondents from !hom primary data !as gathered any times displayed complete ignorance about the complete branded range, !hich !as being studied. &. 5ack of time is the basic limitation in the project. (. Some retailersK!hole sellers refuses to cooperate !ith the /ueries. *. Some retailersK!holesellers ga e biased or incomplete information regarding the study. +. 7oney played a ital factor in the !hole project duration. ,. 5ack of proper information and e'perience due to short period of time. -. Some retailers did not ans!er all the /uestions or do not ha e time to ans!er.

CONCLU&ION

After analy"ing the findings of the research, I can conclude that Airtel lagged behind its competitors as far as customer ser ice and a ailability is concerned. The ma'imum no. of people !ho use the mobile is in the age group of %A to %-. .ash cards are the most popular type of mobile connections, as they are consumer friendly and recharging the connection is not a problem. 7a'imum no. of people spends $S *AA on their connections. As Airtel is the only company ha ing the ma'imum no of mobile connections so it must seriously look into the loop holes of the e'isting customer ser ice department. As !e kno! that no! Airtel has already launched its product !ith logo P0 Aisi a"aadi aur kahanQ0 has already became popular in market. So !e can say that in spite of so many competitor in the market Airtel is ha ing a good position just because e ery time, it tries its best to understand the need of its important customers.

:rom the comparison and deep analysis of e ery aspect of business of both the companies !e can conclude that bharti airtel has to more !ork in e ery field of communication business.

&I&1I.2R ,0+
In this project report, !hile finali"ing and for analy"ing /uality problem in details the follo!ing Books, 7aga"inesKCournals and 4eb Sites ha e been referred. All the material detailed belo! pro ides effecti e help and a guiding layout !hile designing this te't report. BooAs , ?rinciples of 7arketing O?hilip Fotler ) Fe in keller edi. #% 7arket $esearch O 8.8. Sharma $esearch 7ethodology O ..$. Fothari

Gebsites,

!!!.airtel!orld.com
!!!.google.com !!!.relianceindia.co.in

64-#*I.33 IR6.# :or ho! long you ha e been using Airtel ?roductR

A;% >ears %;* >ears *;#A >ears 7ore than #A years

6.% Are you using other product instead of AirtelR

>es

<o

6.& Among them, !hich Brand you, prefer mostR


$eliance 1utch Airtel

6. ( 1o! !ould you rate the e'perience !ith BrandR E'cellent @ood A erage Belo! A erage

$eliance 1utch Airtel

6.* 8o you collect any information search before making purchaseR >es <o. 6.+ If yes, !hich sources are usedR

7aga"ines

8ealers Sales E'ecuti es 9perators reference ?amphlets and catalogue $eference from friends and relati es Any other 6., 4hat are the features you look for in a product before making

purchase decisionR @i e preferences 2#;1ighest, +; least3


Brand credibility ?rice and 8iscount After sales ser ices and parts, net!ork Value for money Vehicle performance Add on features or ergonomics of design

6.-. 4hich of these marketing K sales schemes attracts you !hile purchasing any connectionR

@ood <et!ork 8iscount scheme Ser ice package Any other

6.D If you ha e to purchase a ne! connection or product in near future, !hich Brand !ill you go for and !hyR WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW 6.#A Are you a!are of arious promotional acti ities being run by Airtel, if yes then ho!R Are you satisfied !ith these promotional acti itiesR

Very Satisfied Some!hat <ot Satisfied Satisfied satisfied

.ustomer .are By Ad :ilms By .amp %( hrs call center ser ices

6.## 4hat are you suggestions for impro ing the product /uality, ser ice a ailability and parts a ailabilityR WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW

,R-/ !-

& determination to succeed is the only way to succeed. For this: it is very important that all knowledge: which we have: should be translated into action. )t is only then that we can achieve something. "roject work is the way to convert our raw talent into potential management. 'lassroom knowledge can only then be efficient when it is effectively wedded to the realities of the situation eEisting outside the classroom. )n this project work place an important role. )n this regard: ) was given a project entitled C!.M, R *IDIR*-1 3D 3 1+#I# &-*7--3 .3 R-1I 3!-E

CERTIFICATE
DATE, HHHHHHHHHH

The project report entitled on Comparative Analysis between on Airtel & Reliance Prepared by Sem., under the guidance and supervision of MBA 2nd Mr. A as!

C!o"d!ary #$ect"rer %& MBA 'eptt. %( ).M.*.C., Sa+ar, for the partial fulfillment of the degree of Master o( B"siness Administration is satisfactory in respect of :-

Signatur o! E"amin r

Signatur o! Sup r#isor

Signatur o! H$O$D$

DECL%R%TION BY C%NDID%TE

D%TE& ''''''''''

I declare that the Project report on Comparative Analysis

between on Airtel & Reliance is my own work, conduct under


the supervision of Mr. A as! C!o"d!ary #$ect"rer %& MBA

'eptt. %( ).M.*.C., Sa+ar, Affiliated to


%niversity, #agar!

r! "ari #ingh $our

To the best of my knowledge the report does not contain any work which has been submitted for the award of any degree, anywhere!

Signatur o! t( Candidat
MBA 2nd Sem

%C)NO*LED+EMENT
I would like to pay my sincere thanks to Pro(. As!(a- Siddi-"i .ead o( t!e 'ept., ).M.*.C. Sa+ar for providing me the opportunity of doing the project report!

I would to e&press my deep sense of gratitude to Mr. A as!

C!o"d!ary #$ect"rer %& MBA 'eptt. %( ).M.*.C., Sa+ar, for


his valuable guidance, advises, 'ooperation ( 'onstant encouragement during the project preparation! "e is very supporting and without his help I would not have completed my project report successfully! It would be unfair on my part if I do not thank my colleagues for their continuous help without which this work could never have been accomplished! They made me reali)e the importance of teamwork and also the leadership skills! I am grateful to all of them standing with me and supporting me in this project!

ate: Place:
MBA 2nd Sem.

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