CSMM

Trainee Executive In Airtel

A project submitted to Annamalai University in the partial

fulfillment of the requirements of Bachelor of Business
Administration (BBA).

For Academic Session

(2008-2011)

BBA-ENROLLMENT NO-
Submitted by:

SAHIL KOUL

1
 CSMM

CERTIFICATE

This is certify that the Project titled

“Trainee Executive In Airtel”

JAMMU (J&K)

It is to certify that Mr. Sahil Koul has completed the project work
“Trainee Executive In Airtel ” under the supervision of for the partial
fulfillment of the degree of “ Bachelor Of Business Administration ”

BBA
ACADEMIC YEAR: 2008-2011

Sig. of Project Guide Sig. of Academic Head

( ) (SUNIL CHOPRA)

ACKNOWLEDGEMENT

2
CSMM

The Major Project on Trainee Executive In Airtel

Offered a great learning experience. During the tenure of this project, I was fortunate to have

interacted with people, who in their own capacities have encouraged and guided me.

I would like to express my sincere gratitude to HR Department of AIRTEL for providing me

an opportunity to undergo major project in CSD Department of such a reputed organization.

Working with the market leaders was a great learning experience.

I am extremely fortunate that I got an opportunity to work with the CSD team of Airtel. My

sincere thanks go to MR RAVINDER UPADHAYA (GM, CUSTOMER SERVICE

DEPARTMENT,) for trusting my potentials by giving me such a valuable project. I would

also thank him for providing his guidance and support in completing this project.

I am also grateful to Mr. GAUTAM PASSI (Manager Service Excellence) & Mr. SOMEN

CHOUDHARY (AM Service Excellence) for providing me the required support &

knowledge regarding my project and other related activities. They have been extremely helpful

and cooperative. Without their support & critical evaluation this project could not have been

completed successfully.

OBJECTIVES

3
CSMM

The project was on TRAINEE EXECUTIVE IN AIRTEL of Airtel customers to other cellular

services.

The main objectives of the project included:

To improve customer experience across its life cycle to effective deployment of

CSMM score at the end of each quarter.

To chart out and implement various strategies that would help the services

grow in the region in terms of customer satisfaction.

To study the basic reasons of customer dissatisfaction.

EXECUTIVE SUMMARY

4
CSMM
TRAINEE EXECUTIVE IN AIRTEL LEVELS IN AIRTEL
The objective of the above assigned project was to know why the Airtel customers are not
using Airtel connections frequently.

The project “TRAINEE EXECUTIVE IN AIRTEL IN AIRTEL” was segregated into two
main parts:
 THE STUDY OF CUSTOMER OF SATISFACTION WITH THE OVERALL
PROCESSES IN AIRTEL, JAMMU CIRCLE.
 THE STUDY OF VARIOUS FACTORS THAT WERE RESPONSIBLE FOR
CUSTOMERS SATISFACTIONS AND DISSATIFACTION REASONS IN AIRTEL
NETWORK. The factors considered here are as follows:
Age on Network
Airtel Segments
Zone Wise Distribution

TABLE OF CONTENTS

5
CSMM

Contents Pages
Objective 4
Executive Summary 5

Introduction to Indian Telecom Industry 8

1.1. Background 10
1.2. Current scenario 13
1.3. Road to future… 18

Chapter 2. Company Profile 19

2.1 Bharti Enterprises 19
2.1.1 History 20
2.1.2 Group Structure 24
2.2 Bharti Airtel Ltd. 25
2.2.1 Group Structure 27
2.2.2 Organisation Structure 27
2.2.3 Partners 28
2.2.4 Competitive strengths 29
2.2.5 Accomplishments 29

Chapter 3. CSMM Review & Action Planning. 31

3.1 CRA Methodology. 32

 Sample Size Achieved:CRA. 33

 Sample Size Achieved:CTA. 34
3.2 The CSMM Conceptual Framework. 35

6
CSMM
3.3 The Hierarchy of Customer Relationships. 36
 Postpaid. 36
 Prepaid. 37
3.4 CTA: Processes. 38

Chapter 4. Overall Snapshot- Postpaid. 39

4.1. Overall Best Trends. 40

4.2. Key Performance Indicators : Top 2. 41
4.3. Townwise : Process Scores. 42
4.4. Image Comparisons. 43
4.5. Brand Essence- Top 2. 44
4.6. Brand Essence- Bottom 2. 45

Chapter 5. Overall Snapshot Prepaid. 46

5.1. Overall Best -Trends. 47

5.2. Key Performance Indicators : Top 2. 48
5.3. Key Performance Indicators : Bottom 2. 49
5.4. Image Comparisons. 50
5.5. Brand Essence- Top 2. 51
5.6. Brand Essence- Bottom 2. 52

Chapter 6. CTA Findings. 53

6.1 CSI INDEX 54

Chapter 7. Action Area. 55

7.1. Action Area : Postpaid JAMMU. 56

7
CSMM
7.2. Action Area : Prepaid JAMMU. 57

CHAPTER 1

8
CSMM
INTRODUCTION TO INDIAN TELECOM INDUSTRY
A telecommunication revolution was the last thing on the minds of Indian policy makers
in the early 1980s, since telephones were considered to be the items of luxury and something
developed nations in the West needed to worry about. Higher up on the priority list for India
were subjects such as urban and rural development, economic reforms, and industrial
revolution. Unfortunately, no one thought about the result of a synergy between building a
telecommunication infrastructure and the overall development of the country, including urban,
rural, economic and industrial development, and how they could bring about a paradigm shift
in the development of the nation.
Starting in mid-Eighties, the entire approach changed with the realization dawning upon
the administrative machinery that a good telecommunication infrastructure could be the right
enabler to all these reforms. A national level organization, the Centre for Development of
Telematics (CDoT), was formed by the Indian government. Its main task was to develop and
adapt state-of-the-art technologies to suit Indian needs and link this to the overall development
of the nation. The responsibility for spearheading the initiative was given to a well-known
technocrat, Sam Pitroda. It was under his leadership that India began to realize that a quality
telecommunication infrastructure, along with substantial food, clean water and adequate shelter
was a fundamental component in the process of modernization.
Unfortunately, high costs, low demand, and stringent technology import rules became a
barrier for the telecommunication revolution to sweep the country. The 1980s did see some
activity in the telecommunication sector, including the establishment of much-needed rural
Exchanges and Public Call Offices (PCOs) being built throughout the country. However, a
telecommunication revolution remained a distant dream.
One major change that took place in the 1980s was the ease of connectivity and the
simplification of the process for making long distance telephone calls. This process became
much simpler compared to earlier years when one had to rely on the operator to connect users
to a long distance call. From the latter half of the 1980s, slowly but steadily, ordinary Indians
started to increasingly rely on the telephone rather than mail. However, operational and
maintenance costs were still steep and remained a major deterrent for a large part of the Indian
population to use the telephone extensively.

9
CSMM
The early 1990s, however, saw these early problems slowly being solved. Two major
events changed the scenario completely:
1. economic reforms leading to large-scale liberalization initiatives and thus, the
privatization of telecommunication services in India, and
2. The rise of the Indian software industry.
The first one facilitated the entry of the latest technology from the West, while the second one
created the demand required to sustain the telecommunication industry.
However, there was another major hurdle the telecommunication industry had to (and is
still trying to) overcome—the pricing challenge. India is an extremely price conscious market
and the price of a gadget is, more often than not, the deciding factor. Given such circumstance ,
the standard global telecommunication revenue model—an investment of US$800 for
installation and a 35-40 per cent annual recovery—would just not work (to make an investment
required to install a profitable telephone line, a telecommunication company would like to
recover 35-40% of its initial investment through revenue earnings). The reason is simple:
converted to Indian Rupees (approximately 1USD = 45 Indian Rupees), these figures become
abysmally high for the average Indian to afford.
While people had to wait for three years to obtain a telephone connection in the early
1990s, today, telecommunication companies are wooing them with all sorts of rewards to get
over the counter connections. Previously, before the telecommunication revolution, one had to
wait for three to five years after applying for a telephone connection to actually get a telephone
set. Today’s Indian telecommunication user has the option of choosing from various state of
the art technologies and standards such as GSM, CDMA, WLL (M), and WLL (F).

1.1 Background
The first telegraph line in India was commissioned in October 1851 for the East India
Company. A hundred years later, the first automatic telephone exchange opened in Calcutta.
From then till now, India’s telecom resurgence has been remarkable. After 44 years of
government monopoly, market liberalization introduced in 1991 has led to an 8-fold increase in
the number of phones in just 13 years. India’s network is 8th largest in the world and, after
China, second largest among emerging economies.

10
CSMM
1994 was a watershed year in the history of the Indian telecom sector, which ranked sixth
in the world after USA, China, Japan, Germany, and France in terms of number of installed
fixed lines. As soon as the telecom industry opened to private sector investment beginning
1994, a large number of Indian companies entered the segment with varying force, different
strategies, and assorted aspirations.
The government of India introduced the New Telecom Policy (NTP) that year that
envisaged a vast change in Indian Telecom Scenario and reflected the Government’s desire to
bring the Indian telecom at par with the rest of the world. It was followed up by the
introduction of NTP 1999. The various policy changes also reflected the Government’s
realization that the huge funds needed to undertake gigantic and extensive upgrade of telecom
infrastructure
In all the three segments of wireline, wireless and data services, would require active
participation of private sector. We have moved decisively from an environment that was
monopolized by state owned companies, and in which there was a huge unmet customer
demand for telecom services, to one that is characterized by intense competition among several
players, and availability of quality telecom services on demand at very affordable prices.
Much of this has happened because of the wireless revolution taking place in the country,
as is happening globally. The global telecom industry which was in throes of recession in the
recent years is now looking up. With the global economy getting back into the growth mode,
telecom budgets of enterprises worldwide are expected to increase, and the telecom companies’
financials, which were awash in red, are expected to return to black in the next couple of years.
Wireless dominance is the governing theme, with the wireless subscriber base taking over the
wireline subscriber base in 2003. Increasingly, wireline subscribers are expected to “cut the
cord” and migrate to wireless, while new users will pick up the wireless as their first phone.
The growth trends in Indian Telecom mirror those in the global industry. Wireless has
been the principal growth engine, accounting for two-thirds of the total telecom subscriber
additions during the last three years. While the growth factors for wireless in India are the same
as those abroad, an additional factor that played a key role in India is the implementation of
CPP(Calling Party Pays) regime, which has given the customer greater control over their
telecom costs.

11
CSMM
The industry today is on the cusp of a paradigm shift. The total telecom base which has
grown by nearly 40% reached 130 million in 2006. The Teledensity is set to cross 20% in the
next 5 years beating the Government’s target by 3 years.
The global wireless revolution has made its presence felt in India also. Just like the other
parts of the world it has been the principal engine for growth in the telecom sector. The
wireless subscriber base has galloped from 1.6 million in 1999 to 80 million in 2006. In the last
3 years, three out of every four new telephone subscribers were wireless subscribers.
Consequently, wireless now accounts for more than 50% of the total telephone subscriber base,
as compared to only about 9.5% in 2000. The wireless subscriber base is expected to accelerate
further from just under 2 million subscribers per month currently to 2.5 million by the end of
2007. The wireless subscribers have already outnumbered the wireline subscribers, mirroring
the global trend.
The factors behind the wireless revolution in India are no different from those prevailing
globally.  

Industry deregulation & LiberalizationHas ushered in increased competition & led to growth

The Indian telecom industry has come of ages in the field of regulations. It started with
the NTP in 1994. Between the years 1994 & 1998 TRAI was established as an independent
regulatory body, the wireless licenses were allotted to private operators  and the wireline
services were opened up to competition. In 1999 new telecom policy was introduced and there
was entry of third & fourth operators in the wireless services. Free competition was allowed in
wireline and first round of tariff rebalancing was done. The operators moved from fixed to
revenue-sharing license fee structure.
In the year 2003-2004 the unified license regime was introduced to enhance the
competition and create a level playing field. Transfer of wireless licenses was allowed among
the operators and intra-circle wireless mergers were also allowed. The future for this carries
prospects for connectivity if wireless operators to carry inter-circle calls and a comprehensive
spectrum policy on which the TRAI decision is impending. The effect of all this has been that
we have moved from a state of 3 incumbent operators to 20 operators at present, there are three

12
CSMM
to six operators competing for subscribers in almost every circle. The intense competition has
been instrumental in driving down the wireless tariffs.

Declining Tariffs Affordable wireless phones

Entry of 3rd and 4th GSM operators in each circle, and CDMA (WLL) wireless operators,
has created a new floor for local & long distance tariffs. The average peak wireless call tariff
per minute has come down from Rs. 16.8 in 1998 to Rs. 6 in 1999 to Rs. 4 in 2002 and  Rs.
1.70 at present. 
Prepaid offerings have created a surge in wireless subscribers, mirroring the trend in
other developing countries.

Prepaid offerings Mass penetration of wireless

The operators are aggressively promoting prepaid cards and have spurred the adoption of
wireless by the masses. From the budget-conscious lower middle class households to college
students to low income groups, people are increasingly seeing prepaid as a hassle-free way of
going wireless. The prepaid share has increased from 26% in 1999 to 90% in 2007.  

1.2 Current scenario

India’s tele-density in January 2006 neared 12% with the subscriber base nearing the
130mn mark. During January 2006, record 5mn subscribers were added as against 4.92mn
subscribers in December 2005. This strong growth could be attributed to lifetime validity cards
launched by almost all operators. During the first 10 months of FY06, 31.41mn subscribers
have been added. In the fixed segment, a total of 0.28mn subscribers were added during

13
CSMM
January 2006, taking the subscriber base of fixed line services to 49.21mn. In the mobile
segment, total additions during the month summed up to 4.69mn with highest ever GSM
additions of 3.52mn and CDMA additions of 1.17mn. During the first 10 months of FY06,
28.39mn subscribers have been added.
Recently there's been a spate of lifetime offers, with cellular operators seemingly in a
mad rush to provide lifetime validity pre-paid cards, with a one-time entry fee. The trend-setter
happened to be Sunil Mittal-owned Bharti Televentures which introduced a lifetime offer with
one-time payment of Rs 999. Soon Hutch, Reliance Infocom, Idea Cellular, Spice and even
state-run behemoths - MTNL and BSNL, followed suit. Apparently, none wanted to be left out
in the cold. Idea cellular even went a step further, by offering lifetime services in both the pre-
paid and post-paid segments. The extended validity plan is the brainchild of Tata Teleservices,
which had earlier offered a two-year validity on its pre-paid card.

Market share of mobile subscribers

Source: COAI, AUTSPI, *excluding MTNL CDMA figures

1.2.1 GSM mobile segment

India's GSM mobile operators added record 3.52mn subscribers in the month of January.
The highest ever addition since inception of service was largely due to life time cards and
falling handset prices. The total GSM subscriber base increased by 6%. The growth was
largely due to the life time validity cards launched by major players. The month saw the
addition of 3.52mn subscribers as compared to 3.2mn in December 2005.

14
CSMM
The growth was led by BSNL, which added over 1mn subscribers. Growth came from AP,
Karnataka, Kerala, and West Bengal circles. Bharti added over 1mn subscribers led by
Karnataka, Maharashtra, NE, Orissa, AP and MuBBAi regions. MTNL, the state run PSU
added over 0.1mn subscribers. For MTNL, MuBBAi witnessed a growth of 7% and Delhi
6.7%.
GSM market share GSM share of net additions

 The Metro subscribers grew by 3.70% over the previous month. Kolkatta recorded the
highest growth at (5.21%) followed by Chennai (3.86%).
 Category A circles recorded a healthy growth of 6.85% over the previous month.
Karnataka recorded the highest growth at (11.3%) followed by A.P. at (7.8%).
 Category B circles witnessed a growth of 6.2%. Amongst the Category B circles, West
Bengal & A.N. recorded highest growth at (14%), followed by Kerala at (8.8%).
 Among all circles, Category C circles continued to witness the highest rate of growth at
8.3%, which is much higher as compared to Metros and A & B circles. Within the
Category C circles, the highest growth was recorded by the Assam Circle (14.22%)
followed by N.E. Circle (10.86%).
Circle wise subscriber addition
Circle December January
Subscribers Subscribers (%)Growth % Share
Metro 13,963,036 14,479,449 3.70 23.3
A 20,474,324 21,876,761 6.85 35.3
B 19,253,132 20,449,705 6.21 33.0
C 4,812,732 5,213,229 8.32 8.4
Source: COAI

15
CSMM
1.2.2 CDMA mobile segment
CDMA subscriber’s base grew 7%mom to 17.96mn with Reliance a chunk of additions in
subscriber base. Tata witnessed a 10.3% mom growth in subscriber base, crossing the 4mn
mark. This phenomenal growth witnessed over the last two months is largely due to the 2-year
non-stop incoming mobility scheme (NSM) from Tata. Reliance witnessed a 6.2% growth in

the month of January. Reliance is gradually losing its market share to Tata but still
remained a market leader with a total subscriber base of 13.8mn.

Market share of CDMA operators CDMA share of net additions

Source: AUTSPI

1.2.3 Fixed line

During January 2006, 0.28mn subscribers were added in the fixed line segment and the
total subscriber base stood at 49.21mn. During the first 10 months of FY06, about 3.5mn
subscribers have been added. Growth in fixed line segment continues to be driven by the fixed
wireless terminals.

1.2.4 Fixed Wireless Terminals (FWT)

FWT continues to be one of the fastest growing segments with 3.7% mom growth. Tata
maintained it leadership position in FWT segment with 57.9% market share amongst private
players. In net additions, Reliance led with 90% share. However, Dot’s latest ruling removing

16
CSMM
FWT service from the ambit of basic service and instead terming it a ‘limited mobile service’
liable to ADC levy may be a serious blow to the growth of this segment.

Market share of private players in FWT Share of net additions of private players

Source: AUTSPI

1.2.5 Fixed wire line segment

The subscriber base of private operators in fixed wire line segment crossed the 2.1mn
mark with the segment witnessing 3.2% mom growth. Bharti continued with its top position
among private players with a 55.9% market share. Last month witnessed Bharti starting its
operations in MuBBAi. It has a subscriber base of 12,361 subscribers in MuBBAi.

Market share of private players in FWT Share of net additions of private players

Source: AUTSPI

The present up trend in subscriber base is likely to continue driven by mobility. Mobile
subscriber addition would continue at a rapid pace due to falling handset prices and life time
validity cards from all operators.

17
CSMM
1.3 Road to Future…
The unified licensing has ended the License Raj in telecom, resolved all litigations,
created a level playing field for all the operators and has paved the way for faster and
sustainable growth of the telecom sector. The wireless revolution will increase its pace and the
factors that have been responsible for its growth will carry it further. The wireless data services
will act as a revenue stream for the wireless operators. Some operators have already deployed
3G technologies on their networks. With further rollout of wireless broadband, backed by the
provision of compelling content services, broadband revenues will comprise a key portion of
the total telecom pie in the future.
Scale and integration will be the key drivers of future consolidation. Wireless is
increasingly going to become a volume game with thin margins. Hence, small operators with
low economies of scale will not be viable as cost per minute will be very high for them.

Full Service Internet

Wireline Pay TV
Wireless

Triple Play
Internet
Wireless Wireline

Basic Bundling

Wireline Internet Bundling of Services

Figure 1.1: Service Offerings in Telecommunications

The future market will be characterized by high penetration, competition and churn and
the winners will be distinguished by how they address these challenges. They’ll have to juggle

18
CSMM
between achieving economies of scale, efficient network management, increasing operating
margins & attracting and maintaining subscriber base. The future value will reside in
ownership of customer relationship and provision of diversified services. This implies a trend
towards bundled service offerings.

CHAPTER 2
COMPANY PROFILE

2.1 BHARTI ENTERPRISES

“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.”

Bharti Enterprises has successfully focused its strategy on telecom while

straddling diverse fields of business. From the creation of 'Airtel', one of India's finest brands,
to becoming the largest manufacturer and exporter of world class telecom terminals under its
'Beetel' brand, Bharti has created a significant position for itself in the global
telecommunications sector. Bharti Airtel Limited is today acknowledged as one of India's
finest companies, and its flagship brand 'Airtel', has over 24 million customers across the
length and breadth of India.
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

19
CSMM
outside India in Seychelles and first private sector service provider to launch National Long
Distance Services in India. As of April 30, 2006, Bharti had approximately 20,683,902 GSM
mobile and 1,385,101 broadband & telephone (fixed line) customers.
Bharti has also 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 under its 'Beetel' brand. Apart from being the largest manufacturer of telephone
instruments, it is also the first telecom company to export its products to the USA.
While a joint venture with TeleTech Inc., USA marked Bharti’s successful foray
into the Customer Management Services business, Bharti Enterprises’ dynamic
diversification has continued with the company venturing into telecom software
development. Recently, Bharti has successfully launched an international venture
with EL Rothschild Group owned ELRO Holdings India Ltd., to export fresh Agri-
products exclusively to markets in Europe and USA.
Bharti is closely working with Vodafone to develop the technology for 3G. The company
has plans to cover all census towns by March 2007.

2.1.1 History
YEAR DETAILS
1985 Bharti Telecom Limited (BTL) incorporated and entered into a technical tie
up with siemens AG of Germany for manufacture of electronic push button
telephones.
1987 Ludhiana Factory of BTL commenced production of electronic push button
telephones with annual capacity of 2,00,000 sets. (Installed capacity of
approximately 10,00,000 sets).
1989 BTL tied up with Takacom corporation, Japan for manufacture of telephone
answering machines.
1990 BTL tied up with up Lucky Goldstar corporation of South Korea for

20
CSMM
manufacture of cordless telephones.
1991 Btl entered into an OEM contract with Premier Telecom, a wholly owned
subsidiary of sprint Corporation of USA) a fortune 500 company) for
manufacture and export of telephone sets.
Second factory of BTL set up at Gurgaon near Delhi, primarily to
manufacture telephone sets for export to Sprint Corporation, USA.

1992 Bharti Cellular Limited (BCL) formed to offer cellular services under the
brand name Airtel.
1993 BTL is awarded ISO 9002 Accreditation for Gurgaon factory.
BTL provided technical assistance for manufacture of electronic push
button telephones in Uganda.
1994 BTL’s Ludhiana factory also awarded ISO 9002 accreditation.
BTL entered into a strategic alliance with Casio, Japan for assembly and
marketing of Casio Radio pagers in India.
BTL entered into OEM contract with CONAIR, USA for manufacture and
export of telephone sets.
BCL awarded a license to operate cellular service in Delhi.
1995 Formed Siemens Telecom Limited: - a joint venture with siemens limited to
market telephone terminals under SIEMENS and BEETEL brand names.
Acquired Goa telecommunications and system ltd, an existing profit making
company to manufacture Wireless Transmission Equipment.
Formed Bharti telnet limited (BTLN) , a consortium with Telecom Italia,
Italy (then STET) to bid for basic and cellular services in terms of
nationwide tenders.
BTNL awarded license to operate cellular service in Himachal Pradesh.
BCL launched GSM cellular services in Delhi.
Bharti-televentures limited incorporated on JULY 7.1995.
Bharti Cellular launched mobile service ‘Air Tel’ in Delhi.

1996 Bharti Telnet launched mobile service in Himachal Pradesh.

1997 Bharti telnet obtained a license for providing fixed-line services in Madhya
Pradesh circle.

21
CSMM
Bharti telecom formed a joint venture, Bharti BT for providing VSAT
services.

1998 Bharti Telecom formed a joint venture, Bharti BT Internet for providing
Internet services.
First Indian private fixed-line services launched in Indore in the Madhya
Pradesh circle on june 4 ,1998 by Bharti telnet therby ending fixed-line
services monopoly of DOT(now BSNL).
1999 Warburg Pincus (through its investment company Brentwood Investment
Holding Limited ) acquired equity interest in Bharti Tele-ventures.
Bharti Tele-ventures acquired an effective equity interest in Bharti Mobile
(formerly JT mobiles) , the mobile services provider in Karnataka and
Andhra Pradesh circles.
2000 New York life insurance fund or NYLIF, aquired an equity interest in
Bharti cellular.
Bharti tele-ventures acquired an effective equity interest in Bharti Mobinet
(formerly Skycell Communications), the mobile services provider in
Chennai.
Bharti tele-ventures acquired equity interest of telecom Italia and bharti
Telecom in Bharti telnet thereby making Bharti telnet a 100% subsidiary of
Bharti Tele-ventures limited.
Sing Tel (Through its investment company pastel Limited) acquired
STET’s equity interest in Bharti tele-ventures.
Bharti tele-ventures acquired an additional effective equity interest in
Bharti mobile resulting in Bharti Tele-ventures holding an effective 74%
equity interest in Bharti Mobile.
2001 Bharti Telesonic entered into a joint venture, bharti Aquanet , with SingTel
for establishing a Submarine cables landing stations at Chennai.
Bharti tele-ventures acquired NYLIF’s equity interest in Bharti cellular.
Bharti Cellullar acquired a 100% equity interest in bharti Mobitel (formerly
Spice cell) ,the mobile service provider in Kolkata.
Bharti Tele-ventures acquired equity interest in Bharti Cellular from British

22
CSMM
telecom, thereby making Bharti cellular its 100% subsidiary.
Bharti Tele-ventures acquired an additional equity interest in Bharti
mobinet from Millicom International and bellsouth International.
Punjab License restored to Bharti mobile by DOT and migration to NTP-
1999 accepted.
Bharti cellular entered into a license agreement to provide mobile service
into eight new circles following the fourth operator mobile license bidding
process.
Bharti Telnet entered into license agreements to provide fixed line service
in the Haryana, Delhi, Tamil Nadu and karanatka circles.
Bharti Telesonic has entered into a license agreement with Dot tom provide
national long distance service provider to start service in the country.
Bharti Aquanet, Bharti Telesonic and bharti Cellular have entered into
license agreements with the DoT to provide ISP services in India.
2002 Bharti launched mobile service in Gujarat, Haryana, Kerala, Madhya
Pradesh circle, Maharashtra, MuBBAi, Punjab, Tamil Nadu, Uttar Pradesh
(West circle).
Bharti listed on the national stock exchange,BoBBAy stock Exchange and
Delhi stock exchange on Feb 18,2002.
Bharti entered into a license agreement with DoT to provide international
long distance service in India.
Bharti launched Fixed-line services in Delhi, Haryana,Karnataka and Tamil
Nadu license areas.
Bharti became the first private telecommunications services provider to
launch international long distance services.
2003 Bharti Mobitel merges with Bharti Cellular Ltd
Airtel becomes India’s first mobile service to cross the three million
customer mark.
Bharti Telesonic launches IndiaOne MeetXpress audio conferencing
service.
2004- Airtel Becomes The First GSM Operator In The Country To Cross The 10
Million-Customer Milestone
2005

23
CSMM

2.1.2 Group structure

A brief introduction to each of companies are given below:

 Bharti TeleTech Ltd manufactures and exports world-class telecom equipment under
the brand 'Beetel'.
 Telecom Seychelles Ltd provides telecom services in Seychelles, under the brand
'Airtel'
 Bharti Airtel Ltd is India's leading provider of telecommunications services. The
company has 4 distinct Business divisions - Mobile &  telephone services, broadband
services, long distance services and enterprise services.

24
CSMM
 FieldFresh Foods Pvt Ltd is Bharti's venture with EL Rothschild Group owned ELRO
Holdings India Ltd., to export fresh Agri products exclusively to markets in Europe and
USA.
 Jersey Airtel, a subsidiary of Bharti, offers world-class mobile services in Jersey
(Channel Islands) over its full 2G, 3G and HSDPA enhanced network. The Company
brings market-leading products and services to its customers under Airtel-Vodafone
brand.
 Bharti AXA Life Insurance Company Ltd is a joint venture between Bharti Enterprises
and AXA, world leader in financial protection and wealth management. The joint
venture company has a 74% stake from Bharti and 26% stake of AXA Asia Pacific
Holdings Ltd (APH).
 Bharti Telesoft Ltd delivers best-in-class, revenue-critical VAS products and services to
telecom carriers.
 TeleTech Services (India) Ltd is joint venture with TeleTech Inc., USA. It offers a
range of Customer Management Services.
 Bharti Retail Pvt Ltd. is a 100% subsidiary of Bharti Enterprises. Bharti Retail will
serve all regular shopping requirements of an average Indian household offering
affordable prices, great quality & wider choice. Bharti Retail is looking at launching its
retail outlets in multiple consumer friendly formats in several cities across India

2.2 Bharti Airtel Limited:

(Formerly known as Bharti Tele-Ventures Limited)

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti
Group, has a diverse business portfolio and has created global brands in the telecommunication
sector. Airtel comes from Bharti Airtel Limited, India’s largest integrated and the first private
telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its
inception has been at the forefront of technology and has steered the course of the telecom

25
CSMM
sector in the country with its world class products and services. The businesses at Bharti Airtel
have been structured into three individual strategic business units - mobile services, broadband
& telephone services & enterprise services. The mobile business provides mobile & fixed
wireless services using GSM technology across 23 telecom circles while the B&T business
offers broadband & telephone services in 94 cities. The Enterprise services provide end-to-end
telecom solutions to corporate customers and national & international long distance services to
carriers. All these services are provided under the brand Airtel.

The Brand AIRTEL

Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed. A spirit charged with energy, creativity and a team driven “to seize
the day” with an ambition to become the most globally admired telecom service. Airtel, after
just ten years, has risen to the pinnacle of achievement.
As India's leading telecommunications company Airtel brand has played the role as a
major catalyst in India's reforms, contributing to its economic resurgence.

Vision
By 2011 Airtel will be the most admired brand in India;
 Loved by more customers;
 Targeted by top talent;
 Benchmarked by more businesses

Mission
To meet global standards for telecom services that delight customers through:

 Customers Service Focus

 Empowered Employees
 Innovative Services
 Cost Efficiency

26
CSMM

The Logo
The Airtel logo is a specially drawn woodmark. It incorporates two solid, red rectangular
forms whose counter-form creates an open doorway. The title case lettering with its capital ‘A’
reinforces the company’s leadership position. The red dot cues in the focus on innovation. The
logo is a reflection of Airtel’s identity – a confident symbol of a brand that is always ahead of
the rest , always ‘In-touch’ and on customer’s side.

2.2.1 ORGANIZATIONAL STRUCTURE

As an outcome of a restructuring exercise conducted within the company; a
new integrated organizational structure has emerged; with realigned roles, responsibilities and
reporting relationships of Bharti’s key team players. With effect from March 01, 2006, this
unified management structure of 'One Airtel' will enable continued improvement in the
delivery of the Group’s strategic vision

2.2.2 GROUP STRUCTURE

The businesses at Bharti Airtel Limited have been structured into two main strategic
business groups - the Mobility Leaders business group and the Infotel Leaders business group.
The Mobility business group provides GSM mobile services across India in twenty three
telecom circles, while the Infotel business group provides broadband & telephone services,
long distance services and enterprise services. All these services are provided under the brand
name of Airtel.

Airtel Mobile Services

Airtel’s Mobile started its services from one circle of Delhi and now has its footprint across all
the 23 circles of India. The Vision for Bharti's mobile business is -
“To be globally admired for telecom services that delight customers.”

27
CSMM

Airtel Broadband and Telephone Services

This arm of Bharti Airtel Ltd. provides services ranging from integrated broadband &
telephone services for corporate to user friendly plans for homes.

Airtel Long Distance Services

The services included under it are:
 National Long Distance
 International Long Distance
 Internet
 VSAT
 Network Solution

Airtel Enterprise Services

This is a communication solutions group, especially created to help make the businesses at
ease.

2.2.3 PARTNERS
The company has a strategic alliance with SingTel. The investment made by SingTel is
one of the largest investments made in the world outside Singapore, in the company. The
company also has a strategic alliance with Vodafone. The investment made by Vodafone in
Bharti is one of the largest single foreign investments made in the Indian telecom sector. The
company’s mobile network equipment partners include Ericsson and Nokia. In the case of the
broadband and telephone services and enterprise services (carriers), equipment suppliers
include Siemens, Nortel, Corning, among others. The Company also has an information
technology alliance with IBM for its group-wide information technology requirements and
with Nortel for call center technology requirements. The call center operations for the mobile
services have been outsourced to IBM Daksh, Hinduja TMT, Teletech & Mphasis.

28
CSMM

2.2.4 COMPETITIVE STRENGTHS

Bharti Airtel 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 – The Company’s presence in all 23 circles
accounts for largest network connectivity.
 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.
 Enhanced Convenience: Being country’s first truly integrated telecom services brand,
Airtel will be a one-stop provider of telecom services, thereby bringing in added
convenience to its customers.

2.2.5. ACCOMPLISHMENTS
 The largest private sector integrated telecommunications services group in India in
terms of the number of customers.
 Proven track record of managing growth - both organic as well as by way of
acquisitions.
 First and largest private telecommunications services company offering fixed-line
services in India.
 Existing foreign shareholders have acquired direct and indirect equity interests in the
Company for a total consideration exceeding US$1 billion.
 First private telecommunications company to launch long distance services.

29
CSMM
 First off the block to launch fixed-line services in all the four circles of Delhi, Haryana,
Karnataka and Tamil Nadu.
 Largest Mobile footprint in India, covering 23 telecom circles.
 Bharti Airtel added the highest ever net addition of 53 lakh customers in a single
quarter.
 (Q4-FY0607) and also the highest ever net addition of 1.8 crore total subscribers in
2006-07.
 The company will invest up to $3.5 billion this fiscal (07-08) in network expansion.
 It has a installed base of 40,000 cellsites and 59% population coverage.
 After the proposed network expansion, an additional 30,000 towers will result in the
company achieving 70% population coverage.
 Bharti has over 39 million users as on March 31, 2007
 It has set a target of 125 million subscribers by 2010
 Prepaid customers account for 88.5% of Bharti’s total subscriber base, an increase from
82.7% a year ago
 Non-voice revenues, (SMS, voice mail, call management, hello tunes and Airtel Live)
constituted 10% of total revenues during Q4, lower than 10.7% in the Q4 of the
previous year.
 Blended monthly minutes of usage per customer in Q4 was at 475 minutes.
 Has completed 100% verification of its subscribers and in the process disconnected
three lakh subscribers.

30
CSMM

JAMMU

CSMM REVIEW & ACTION

PLANNING - Q4 [ 2009 – 10]

JAN-MARCH’ 10

31
CSMM

CRA Methodology

 Interview Methodology
 Telephonic Interviewing
 All interviews conducted from CSMM Delhi
 Database given by MO
 Information Areas
 Perception based on overall experience
 Transaction from CTA
 Caretouch (Individual) covered separately
 Coverage in ABBAla, Hissar, Karnal, Panipat and
Yamunanagar.

32
 CSMM

Sample Size Achieved: CRA

Segment Player CRA Sample

Sample Size AirTel 401
• Caretouch 100
Achieved: CRA
Hutch 123
Postpaid BSNL 119
  Idea 80
Reliance Wll 38
Prepaid AirTel 349
Hutch 120
 
BSNL 90
Idea 99
Reliance WLL 147
Tata Indicom 55
Grand Total   1621

Sample Size Achieved : CTA

33
CSMM

Sample % Achievement
PROCESSES Sizes Against
Achieved Planned
POST 882 67%
CIG
PRE 557 48%
POST 249 69%
VAS
PRE 239 66%

SMG POST 506 41%

SERVICE MARKETING POST 159 59%

PRE 89 59%
NETWORK POST 222 99%
PRE 227 101%
POST 20 50%
SALES
PRE 20 33%
PRE-PAID RECHARGE PRE 199 66%
TOTAL POST&PRE 3369 54%

34
CSMM

The CSMM Conceptual Framework

B
The Customer Satisfaction Management Hierarchy is the propri

The framework provides a reliable basis for understanding the

The Hierarchy of Customer Relationships – Post

Paid

35
CSMM

Business Success

Recommend Continue Increase

Commitment

Perceived value

Perceived Price Related Images

perceived Quality

SALES SERVICE PROVISIONING VALUE ADDED SERVICESCUSTOMER CARE

NETWORK SERVICE

BILLING SHOWROOM SCHEMES & PROMOTIONS

ADVERISING & COMMUNICATION

The Hierarchy of Customer Relationships – Pre

Paid

36
 CSMM

Business Success

Recommend Continue Increase

Commitment

Perceived value
Perceived Price Related Images
perceived Quality

VALUE
SALES NETWOR ADDED CUSTOMER
K SERVICES CARE
SERVICE

RECHARG SCHEMES & COMMUNIC

ING PROMOTION ATION
& S
PRODUCT
F.

CTA: PROCESSES

37
CSMM

SALES NETWORK BILLING

SERVICE PROVISIONING SERVICE& DELIVERY
SHOWROOM
COMMUNICATION
WELCOME PROCESS

CONTACT CENTER
RETENTION & DELIGHT CREDIT & PAYMENT ASSISTANCE
VALUE ADDED SERVICES PREPAID

Recharge
Airtel Live
IVR 60+ processesCredit Assistance
VAS Up-selling
Hello Tunes Product
Voice Call/Auto call I/N O/B Features
Non Voice
Payment Assistance
SIM Browser
Retention Welcome Visit
Voice
CommunicationSMS Short Codes Refunds
AVCV Visit
ECRM
First Time Subscription 3333 Exposure MonitoringService Adviser visit

GPRS
Updations Welcome Call
Voice Portal Billing
Self Care First Bill Call
VAS Activation/Deactivation Barring Reconnection

Bucket 1 & 2
Conversion
My Bill

!~ W32R1RRRRRRRRRQQR1
,VB54CRRRRRRRRRQQR1 ,VB54C3VTV 2WWT

38
CSMM

OVERALL SNAPSHOT
- POSTPAID -

OVERALL BEST- TRENDS

39
CSMM

40
CSMM

KEY PERFORMANCE INDICATORS- TOP2.

41
 CSMM

TOWNWISE- PROCESS SCORES

NETWORK

69
55
51 49 48

18 18 19 18
7

Hissar Ambala Yamunanagar Karnal Panipat

Top 2 Bottom 2
SHOWROOM
CUSTOMER CARE
BILLING

61 64
52 49
50 4942
42 38 56
36 33 49
26 22 41
24 40 21 25
34 32 32 13
31 14 11 12
26 26

Hissar Ambala Yamunanagar Karnal Panipat

Hissar Ambala Yamunanagar Karnal Panipat

Hissar Ambala Yamunanagar Karnal Panipat

42
CSMM

IMAGE COMPARISON

43
CSMM

New & Better Ways Of Effort To Make Life

Service Simpler

Apart from “Simpler Life” and “Extra Effort” not much difference among p

40 42
38
34 33 34 34
30
23
19

Airtel Hutch BSNL Idea Reliance Airtel Hutch BSNL Idea Reliance
Wll Wll
29 25 22 31 30 22 29 27 44 26

Extra Effort To Help Delivery As Per Promise

41 38
34 36 34
31
23 24 22 24

Airtel Hutch BSNL Idea Reliance Airtel Hutch BSNL Idea Reliance
Wll Wll
28 35 34 47 34 36 39 32 37 50

Brand Essence-Top 2

44
 CSMM

New & Better Ways Of Effort To Make Life

Service Simpler
42
44
43 38 38
38 43 38
36 39
32 4034 34 36
33 34
35 32 31
33 30
29 30 27 33
28
23 23 20
20 22 19
18
8

March'09 June'09 Sep'09 Dec'09 March'10 March'09 June'09 Sep'09 Dec'09 March'10

Extra Effort To Help Delivery As Per Promise

41 41
36 43
37 42
32 38
32 31 31 36
31 34 35
35
34 34
2627 24
23 32 36
29
34
22 19
24 24
23
22 22
13 18

March'09 June'09 Sep'09 Dec'09 March'10 March'09 June'09 Sep'09 Dec'09 March'10
Brand Essence-
Airtel Bot
Hutch2 BSNL Idea Reliance Wll

NEW & BETTER WAYS OF SERVICE EFFORT TO MAKE LIFE SIMPLER

45
CSMM

61 55

50
44
40 38 41
44

33 2732 36 38 32
25 31
30 29
2135 27 32
33

26
28 22 24 27
29 26
30
32

22 22
March'09 June'09 Sep'09 Dec'09 March'10

March'09 June'09 Sep'09 Dec'09 March'10

46
CSMM

47
CSMM

OVERALL SNAPSHOT

- PREPAID -

OVERALL BEST- TRENDS

48
CSMM

100

90
85 83
82
81
79 78 79
80 76
75
74
78

71 73 73 73
71
70 69 69 7072
70 68

63
59 58
60

50

40
Mar'09 July'09 Sep'09 Dec'09 Mar'10

Airtel Hutch BSNL Idea Reliance WLL

Tata Indicom

49
CSMM

Responses given on “Overall Best” by Subscriber base of each player.

BSNL & Reliance Wll are the key contender

KEY PERFORMANCE INDICATOR –TOP2

Process Index

50
CSMM

70
63 61 62
59 59
60
54 56
51
49 49 54 53
55
50 47 47
45 50 50
47 48 48
48
46
41 41 43
44 44 44
43 43
41 42 42
40
35 34 34 36
36 40
38
33
29 32
30

19
20

10

Airtel Hutch BSNL Idea

Reliance WLL Tata Indicom Airtel all India

51
CSMM
Airtel increases
leadership over
others
significantly

KEY PERFORMANCE INDICATOR - BOT2

52
CSMM
PROCESS INDEX
40
36

32
30
28 29
27 26
25 25
24 23
2021 20 20
19 19 19 19
18
17
16
14 13
10
11

0
March'09 July'09 Sep'09 Dec'09 March'10

Airtel Hutch BSNL Idea Reliance WLL Tata Indicom

53
CSMM

IMAGE COMPARISONS

54
 CSMM

New & Better Ways Of Effort To Make Life

Service Simpler
Apart from “Delivery as per promise” there is not much difference with Hutch

48 49 47
40 41 44 42
39
35 35 35
24

Airtel Hutch BSNL Idea Reliance Tata Airtel Hutch BSNL Idea Reliance Tata
Wll Indicom Wll Indicom
20 23 21 26 23 18 20 22 19 16 21 42

Extra Effort To Help Delivery As Per Promise

50
44
39 40 40 41
34 37 37
34 31

15

Airtel Hutch BSNL Idea Reliance Tata Airtel Hutch BSNL Idea Reliance Tata
23 29 30 Wll Indicom
43 24 36 24 28 Wll
30 Indicom
36
29 25

Top 2 Score; Bottom 2 Score

BRAND ESSENCE – TOP2

55
CSMM

cdt.maple@amosconnect.com

56
CSMM

BRAND ESSENCE – BOT2

57
 CSMM

38
39 43

31 30
29
27 27 29
30
23 27
29

25 24 25

23
21 22

March'09 June'09 Sep'09 Dec'09 March'10

Airtel Hutch BSNL Idea Reliance Wll Tata Indicom

58
CSMM

59
CSMM

CTA FINDINGS

CSI INDEX

60
CSMM
POSTPAID PREPAID
Mar'07 Dec'06 Mar'07 Dec'06
CIRCLE GRADE FINAL SCORE GRADE FINAL SCORE CIRCLE GRADE FINAL SCORE GRADE FINAL SCORE
HP AAAB 96 BABC 67 KK BBAA 74 BBAA 74
NE BAAB 80 BAAB 80 PUN BABC 67 BABB 70
TN BAAB 80 BAAB 80 HAR BBAC 67 BABC 67
J&K BAAB 80 BAAC 77 Bihar BBAC 67 BBAC 67
Assam BAAB 80 CAAC 65 UPW BBAC 67 CBBC 45
PUN BAAC 77 BABC 67 Orissa CBAB 58 CBAB 58
UPE BAAC 77 CCBC 38 KER CBAB 58 CBAC 55
CHN BBAB 70 CCAB 51 Assam CBAB 58 CBBC 45
MP BBAC 67 BAAC 77 NE CBAB 58 CBBC 45
UPW CAAC 65 BABC 67 HP BBBC 57 CBBC 45
KER BCAB 63 CCBB 41 RAJ BBBC 57 CBBC 45
RAJ BACC 60 BAAC 77 MP BBBC 57 CBBC 45
Orrisa CBAB 58 BBAB 70 UPE BBBC 57 CBBC 45
HAR BBBC 57 BBBC 57 J&K CBAC 55 BBBC 57
AP CBAC 55 CAAC 65 AP CBAC 55 CBAC 55
Bihar CBAC 55 CCAC 48 MUM CBAC 55 CCAC 48
DEL CABC 55 CBBC 45 MAH CBAC 55 CBBC 45
MUM CBAC 55 CCBC 38 KOL CBAC 55 CCBC 38
KK CBBB 48 BBAB 70 TN CBBB 48 BBAB 70
GUJ CBBB 48 CCBC 38 CHN CBBB 48 CBBB 48
KOL CCAC 48 CCBC 38 WB CBBC 45 CCAC 48
MAH CBCC 38 CAAC 65 DEL CBBC 45 CBBC 45
WB CCBC 38 CCAC 48 GUJ CBCC 38 CBBC 45
MO 59 59 MO 57 55

61
CSMM

ACTION AREA

ACTION AREAS: POSTPAID JAMMU

ACTIONS NEED TO BE TAKEN IN FOLLOWING AREA;

62
CSMM
1. NETWORK -OVERALL INDOOR
-MAKE AND RECEIVE CALLS
-CALL DROPS

2. BILLING -BILL ACCURACY

-EASE OF UNDERSTANDING
-BILL DELIVERY

3. CUSTOMER CARE -PROVIDING RESOLUTION

-ANSWERING QUICKLY
-TIME TAKEN TO REACH
-SPEED OF CONNECTING TO

4. PAYMENT -TIME TAKEN TO CREDIT

PAYMENT

5.COMMUNICATION -OVEALL LIKEABILITY

RELEVANCE

ACTION AREA – PREPAID JAMMU

ACTIONS NEED TO BE TAKEN IN FOLLOWING AREAS

63
CSMM

1.NETWORK -OVERALL INDOOR

COVERAGE
-MAKE/RECEIVE CALLS
ANY TIME
-CALL DROPS

2.CUSTOMER CARE -PROVIDING RESOLUTION

-TIME TAKEN TO REACH
EXECUTIVE
-SPEED OF CONNECTING TO
121

3. COMMUNICATION -OVERALL LIKEABILITY

RELEVANCE

64
CSMM

Thank you

65