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ACKNOWLEDGEMENT

I Umesh Garg, 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 Mrs. Priyanka Singh, who has through her vast experience and knowledge

has been able to guide me, both ably and successfully towards the completion of the project. I

express my gratitude to Bhawani Shankar Anangpuria Institute of Technology & Management,

Faridabad

I would hereby, make most of the opportunity by expressing my sincerest thanks to 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.
I am also thankful to authority of Airtel & Vodafone for providing me the information.

CONTENT
1. Acknowledgement

2. Contents

3. Declaration

4. Synopsis

5. introduction
6.Need of the study
7. objectives of the study
8. introduction of the topic

Telecom sector in India

Airtel

Vodafone

Background

Company profile of Airtel

The magic

Comparison between marketing strategy of Bharti Airtel and Vodafone
9. Research Methodology

Type of research methodology

Data collection method

Method of collection
10. Data Analysis and Interpretation

11.Swot analysis

12.Suggestion & Conclusion

13.Recommendations

14.Bibliography
15. Questionnaire


Declaration
I, Umesh Garg being a student of MBA of Bhawani Shankar Anangpuria Institute of

Technology & Management. (B.S.A.I.T.M.), Faridabad. Hereby declares that the project

report under title“Comparative Analysis of Marketing Strategies of Vodafone & Airtel.” Is

my own work it is the analysis of the big scale sector of communication. This project

involves the big scale services involved in telecommunication sector provided by Airtel

and Vodafone 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.

All care has been taken to keep this report error free and I sincerely regret for any unintended

discrepancies that might have crept into this report. I shall be highly obliged if errors (if any) be

brought to my attention.
Thank You
Umesh Garg.

NEED OF THE STUDY


1.To identify the difference between market performance of Airtel industry
and
Vodafone.
2.To study the market of Airtel Industry and Vodafone on big scale
telecommunication sector.
3.To compare various parameters of marketing strategies, manufacturing
process,
technology
adopted
production
policy,
advertising,
collaboration, export scenario, future prospect for the two companies and
government policies.
4.To study the level of customer satisfaction in Airtel & Vodafone.
5.To study customer buying behavior and factors which influence the
purchase

decision process.

6. To study consumer preferences.

7. To study the consumer trend in telecommunication sector.


8.To study competitive marketing strategies adopted by Airtel and
Vodafone.

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:-
1. To identify the difference between market performance of Airtel industry and
Vodafone.
2. To study the market of Airtel Industry and Vodafone on big scale telecommunication
sector.

3. To compare various parameters of marketing strategies, manufacturing process, technology

adopted production policy, advertising, collaboration, export scenario, future prospect for the

two companies and government policies.


4. To study customer buying behavior and factors which influence the purchase decision
process.
5. To know how the company has been successful in encountering the aggressive
marketing
strategies of competitors.

• airtel
Airtel is abrand of telecommunication services inIndia operated by Bharti Airtel.
Airtel is the largest cellular service provider in India in terms of number of

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

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

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

Long Distance Services and Enterprise Services (Telecommunications Consulting

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

current population (as of FY07).


Leading international telecommunication companies such as Vodafone and SingTel
held partial stakes in Bharti Airtel.

vod
Vodafone Essar, previously Hutchison Essar is a cellular operator inIndia that covers
16

telecom circles inIndia Despite the official name being Vodafone Essar, its products are simply

brandedVodafone. It offers bothprepaid and postpaid GSM cellular phone coverage throughout

India and is especially strong in the major metros.

Vodafone essar
Vodafone Essar provides2G services based on 900 MHz and 1800 MHz digital GSM
technology, offering voice and data services in 16 of the country's 23 license areas.
Vodafone Essar, previously Hutchison Essar is a cellular operator inIndia that covers
16

telecom circles inIndia . Despite the official name being Vodafone Essar, its products are simply

brandedVodafone. It offers bothprepaid and postpaid GSM cellular phone coverage throughout

India and is especially strong in the major metros.


Vodafone Essar provides2G services based on 900 MHz and 1800 MHz digital GSM
technology, offering voice and data services in 16 of the country's 23 license areas

BACKGROUND
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
scooping 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 today’s world of cutthroat fierce competition, it is very essential to not only exist but

also to excel in the market. Today’s 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.

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 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, 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.

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.


Bharti Tele-Ventures' strategic objective is “to capitalize 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


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


Broadband services with DSL and Wi-Fi network


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;


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.

Airtel - The flagship brand for cellular operations all across the Indian
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, 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.

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 inspirational 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.

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 Vodafone telecomm 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 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

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 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

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 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

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

connectivity on the mobile phone — which Airtel is expected to launch soon.

The magic
Perhaps the more ambitious experiment has been withM agic — 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.

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 Say 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 1.2 million today,

overtaking Essar’s branded pre-paid cardSpeed, 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 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 India’s 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, India’s leading pre-paid mobile card.

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 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 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

PHASE III -
Bharti used Airtel Magic to build a strong value proposition and accelerate market
expansion
through India’s 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

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 on 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 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 kahan’ has been specially created to capture this effectively

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.



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 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.

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 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 Mumbai-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.

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.


Purpose of comparison

The sub main purpose of this report is to compare the marketing Strategies adopted by
Bharti Airtel and its rival Vodafone

The comparison shows how both of the companies have been challenging each other to
gain market shares.
Why comparison with vodafone

 Bharti Airtel is the leader in telecommunication sector.

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

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

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

 Since its launch Vodafone has been adopting aggressive marketing strategies.

The comparison shows how Hutchison Essar Telecom. Captured 22% market share in one
month of its first launch of postpaid subscription in 2002.AD.
 With a different technology Vodafone creates its own market.
 Vodafone odafone. Today deals in every business of communication sector.
 Vodafone making and changing the strategies to capture the market shares
Market segmentation

 Geographical segment (metropolitans & cities India)

 Demographic segment - middle income groups

 People age group of 20 to 28 year


Target marketing

 People who living in cities and towns.

 Poor or middle income group people.

 Youngsters in big cities.

 Businessmen

Positioning
 Creating brands (Sharukh khan & Sachin Tendulker)

 Ads and promotions

 Promotion for study of poor childrens.

Marketing strategies by vodafone

Vodafone target the rural India


The main targeted customers of Vodafone are from rural India.
By offering cheap and light mobile sets Vodafone attracts most of the customers of
small villages
and towns.
Offering cheap handsets
Vodafone offers cheap and free connections to all customers.
The cost for these sets was Rs-799-849-1099\set and onward.
Free support and services
In every district and big towns Vodafone opens its service centers to provide better
support and
services.
Strong logistics and supply chain
Vodafone has a strong logistic and supply all over India.
In every small town the potential customers can easily purchase the Vodafone SIM &
Sets.
Targeting youngsters in metropolitans
Vodafone attracts youngsters by offering colorful handset at very low prices

Brand positioning by vodafone

Market segmentation
 Geographical segment (rural India)
 Demographic segment - middle income groups
Target marketing
 People living in small towns and villages.

 Poor and middle income groups.

 Youngsters in big cities.

 Businessmen
Positioning
 Creating brands
 Ads and promotions
Marketing mix

 Price : low price strategy

 Place : maximum outlets and service centers

 Product : verities available for various group

Service provided by vodafone


●mobile services with GSM technology

●fixed-line telephone services

●Universal Internetworking

●VoIP (Voice over Internet Protocol)

●Interactive Television

●Visual Communication

●Broadband Portal

Services provided bycbharti airtel


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

Mobile services with GSM technology


Fixed-line connections

National and international long distance services


VSAT, Internet services and network solutions


Broadband services
●Telecommuting
RESEARCH METHODOLOGY
Achieving accuracy in any research requires a deep study regarding the subject. The prime objective

of the project is to compare Airtel with the existing competitor (Vodafone) in the market and the

impact of WLL on Airtel.

The research methodology adopted is basically based on primary data via which the most recent

and accurate piece of first hand information could be collected. Secondary data has been used to

support primary data wherever needed.


Primary data was collected using the following techniques

Questionnaire Method

Direct Interview Method and

Observation Method

The main tool used was, the questionnaire method. Further direct interview method, where a face-

to-face formal interview was taken. Lastly observation method has been continuous with the

questionnaire method, as one continuously observes the surrounding environment he works in

Type of Research Methodology


:
EXPLORATOR
TYPE OF RESEARCH CARRIED OUT WAS EXPLORATORY IN NATURE; THE
OBJECTIVE OF SUCH RESEARCH IS TO DETERMINE THE APPROXIMATE AR
WHERE THE DRAWBACK OF THE COMPANY LIES AND ALSO TO IDENTIFY TH
COURSE OF ACTION TO SOLVE IT. FOR THIS PURPOSE THE INFORMATION PROVE
USEFUL FOR GIVING RIGHT SUGGESTION TO THE COMPAN
DATA COLLECTION
METHOD
THERE TWO TYPE OF METHOD OF DATA COLLECTION.
.


PRIMARY DATA


SECONDARY DATA
Primary data was collected using the following techniques

Questionnaire Method

Direct Interview Method and

Observation Method

The main tool used was, the questionnaire method. Further direct interview method, where a face-

to-face formal interview was taken. Lastly observation method has been continuous with the

questionnaire method, as one continuously observes the surrounding environment he works in.
DATA USED FOR THE RESEARCH WORK WAS PRIMARY IN NATURE.
PRIMARY
DATA: PRIMARY DATA IS THAT WHICH IS THE COLLECTED FOR THE FIST TIME
AND THUS HAPPEN TO BE ORIGINATED IN CHARACTER
QUESTIONNAIRE SURVEY :
IN THE STUDIES A QUESTIONNAIRE IS PREPARED. THE QUESTIONNAIRE
CONSISTS OF 15 QUESTIONS.
SECONDARY DATA:

SECONDARY DATA REFER TO THE DATA THAT HAS BEEN ALREADY

COLLECTED .THE SECONDARY DATA, WHICH HAS BEEN USED TO CARRY OUT THIS
STUDY, ARE AS FOLLOW:


BOOKS, JOURNALS, MAGAZINES, NEWSPAPERS
INDUSTRY REPORTS
COMPANY’S INTERNET SITE

SOMEOTHER RELEVANT STUDY MATERIAL AND WEBSITES..
SAMPLE UNIT: - DELHI & NCR
THE RESEARCH PROCESS WAS DONE BY INTERACTING WITH NUMBE
CUSTOMERS DURING THE ACTIVITIES PERFORMED, WHICH INCLUDED, MARKETS,
COLD CALLING, CANOPIES, ETC.
SAMPLE DESIGN CONSISTS OF RANDOM
SAMPLING.

SAMPLE SIZE : - 50 PEOPLE


METHOD OF COLLECTION: -
:
FIELD PROCEDURE FOR GATHERING PRIMARY DATA INCLUDED OBSERVATION
AND INTERVIEW SCHEDULE IN WHICH THE QUESTIONNAIRES WERE FILED BY THe
INTERVIEWER.
PERSONAL INTERVIEWS THROUGH SELF ADMINISTERED SURVEY WAS DON
COLLECT THE DATA, MARKET RESEARCH WAS UNDERTAKEN, THAT WAS
ACCOMPLISHED BY PERFORMING VARIOUS ACTIVITIES DESIGNED.
RESEARCH INSTRUMENT:
:
Questionnaire
THE QUESTIONNAIRE WAS FORMULATED BY KEEP IN MIND THE FOLLOWING
POINTS: -
:
GIVING THE RESPONDENTS. CLEAR COMPREHENSION OF THE QUESTION.

INDUCING THE RESPONDENTS TO CO-OPERATE.



GIVING INSTRUCTIONS AS TO WHAT IS NEEDED.
•.

IDENTIFYING THE NEEDS TO BE KNOWN.

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