New Project

INDEX
PAGE NO:
CHAPTERS CONTENTS
 EXECUTIVE SUMMARY 2-15
CHAPTER 1 INTRODUCTION
2(A): INDUSTRY PROFILE
CHAPTER 2
2(B): COMPANY PROFILE
CHAPTER 3 MARKETING STRATEGY
CHAPTER 4 RESEARCH METHODOLOGY
DATA ANALYSIS
CHAPTER 5
AND
INTERPRETATION
RESULTS
 FINDINGS,SUGGESTIONS,
RECOMMENDATIONS
AND CONCLUSION.
CHAPTER 6  BIBLIOGRAPHY
 QUESTIONNAIRE
EAST POINT COLLEGE Page 1

EXECUTIVE SUMMARY
Reliance Industries Limited (RIL) is world’s leading and India’s fastest revenue generating company. RIL
group is a highly diversified group and is in to multi product business like oil and gas exploration, retail of
petroleum and consumer products and manufacturing of petrochemical and refining and textile products.
They are also operating in the infrastructure and transportation sectors. The Reliance Group, founded by
Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the
energy and materials value chain. Group's annual revenues are in excess of US$ 44 billion. Reliance
Industries Limited is a Fortune Global 500 company and is the largest private sector company in India.
Backward vertical integration has been the cornerstone of the evolution and growth of Reliance.
Starting with textiles in the late seventies, Reliance pursued a strategy of backward vertical integration -
in polyester, fiber intermediates, plastics, petrochemicals, petroleum refining and oil and gas exploration
and production - to be fully integrated along the materials and energy value chain. The Group's activities
span exploration and production of oil and gas, petroleum refining and marketing,petrochemicals
(polyester, fiber intermediates, plastics and chemicals), textiles, retail and special economic zones.
Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre producer in
the world and among the top five to ten producers in the world in major petrochemical products. This
paper will focus on the marketing and promotion activities practiced in Reliance industries in general and
it will also examine the effectiveness of polyester’s selling and distribution of Reliance Industries ltd.

INDUSTRY PROFILE:
Retailing in India is one of the pillars of its economy and accounts for about 15% of its GDP. is one of the
pillars of its economy and accounts for about 15% of its GDP.The Indian retail market is estimated to be
US$ 450 billion and one of the top five retail markets The Indian retail market is estimated to be US$ 450
billion and one of the top five retail marketsin the world by economic value. India is one of the fastest
growing retail markets in the world, in the world by economic value. India is one of the fastest growing retail
markets in the world,with 1.2 billion people.India's retailing industry is essentially owner manned smal
India's retailing industry is essentially owner manned small shops. In 2010, larger format l shops.
In 2010, larger formatconvenience stores and supermarkets accounted for about 4 percent of the industry,
and these convenience stores and supermarkets accounted for about 4 percent of the industry, and these were
present only in large urban centers. India's retail and logistics industry employs about 40 were present only
in large urban centers. India's retail and logistics industry employs about 40million Indians (3.3% of Indian
population).
Until 2011, Indian central government denied foreign direct investment (FDI) in multi-brand Until 2011,
Indian central government denied foreign direct investment (FDI) in multi-brandretail, forbidding foreign
groups from any ownership in supermarkets, convenience stores or any retail, forbidding foreign groups
from any ownership in supermarkets, convenience stores or anyretail outlets. Even single-brand retail was
limited to 51% ownership and retail outlets. Even single-brand retail was limited to 51% ownership and a
bureaucratic process.In November 2011, India's central government announced retail reforms for both multi-
brand In November 2011, India's central government announced retail reforms for both multi-brandstores
and single-brand stores. These market reforms paved the way for retail innovation and stores and single-
brand stores. These market reforms paved the way for retail innovation andcompetition with multi-brand
retailers such as Walmart, Carrefour and Tesco, as well single competition with multi-brand retailers such as
Walmart, Carrefour and Tesco, as well single brand majors such as IKEA, Nike, and Apple The
announcement sparked intense activism, bothin opposition and in support of the reforms. In December 2011,
under pressure from the in opposition and in support of the reforms. In December 2011, under pressure from
theopposition, Indian government placed the retail refor opposition, Indian government placed the retail
reforms on hold till it ms on hold till it reaches a consensus.
In January 2012, India approved reforms for single-bran In January 2012, India approved reforms for single-
brand stores welcoming anyone in the world d stores welcoming anyone in the worldto innovate in Indian
retail market with 100% ownership. Indian government continues the hold to innovate in Indian retail market
with 100% ownership. Indian government continues the holdon retail reforms for multi-brand
stores.Organized retailing, in India, refers to trading act Organized retailing, in India, refers to trading
activities undertaken by licensed retailers, that is, ivities undertaken by licensed retailers, that is,those who
are registered for sales tax, income tax, , ee tt cc ..These include the publicly- traded supermarkets,
corporate-backed hypermarkets and retailchains, and als chains, and also the privately owned large retail
businesses.
COMPANY PROFILE:
The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private ector
enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of
US$ 58 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is
the largest private sector company in India.
Backward vertical integration has been the cornerstone of the evolution and growth of Reliance. Starting
with textiles in the late seventies, Reliance pursued a strategy of backward vertical integration - in polyester,
fibre intermediates, plastics, petrochemicals, petroleum refining and oil and gas exploration and production -
to be fully integrated along the materials and energy value chain.

The Group's activities span exploration and production of oil and gas, petroleum refining and marketing,
petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles, retail, infotel and special
economic zones. Reliance enjoys global leadership in its businesses, being the largest polyester yarn and
fibre producer in the world and among the top five to ten producers in the world in major petrochemical
products. Major Group Companies are Reliance Industries Limited, including its subsidiaries and Reliance
Industrial Infrastructure Limited.
Reliance Retail Limited is an organized retail arm of the Reliance Industries Limited. Reliance
industry is the largest conglomerate in India. It has an annual turnover of US$35.9 Billion. It is
also listed on 206th position in the Fortune Global 500 companies.
MARKETING STRATEGY
Marketing strategy is a process that can allow an organization to concentrate its limited resources on the
Reliance Industries Limited (RIL) is one of India’s largest conglomerates, currently headquartered in
Mumbai, Maharashtra is run under the guidance of Mukesh Ambani, who is currently the Chairman and
Managing Director (MD) of the company.
It has its presence in a variety of sectors such as Oil Refinery, Telecommunications, Textiles, Retail, Media
& Entertainment, Financial Services and the Software sector. Given that it has a presence in various sectors,
it has about 94 subsidiaries in total.
It is one of India’s most profitable companies and is known for its stints into exploring and expanding into
new ventures. Reliance’s business culture can be summed up with its tagline “Growth is Life”.

It is also one of the companies that constantly work on Corporate Social Responsibility (CSR) to empower
the lives of millions of people in India. In March 2012, the American Chemistry Council accredited Reliance
Industries as a ‘Responsible Care Company’.
Reliance Industries Limited is slated as one of the key driving engines that will help India reach its GDP
projections in the years to come.
Now that you know about the company, let’s start understanding its marketing efforts by first knowing its
target audience.

Target Audience of Reliance
Reliance Industries Limited caters to a wide range of consumers with its diverse range of goods and services
ranging from oil-to-telecom, and even more with its retail division serving another dynamic set of customers.
Let us just take an example of Reliance Retail itself, retail goods such as apparels and groceries are a basic
necessity so here it attracts all kinds of customers.
In the case of Reliance Jio, The segment that Jio has concentrated upon are people with smartphones
looking for high-speed internet and good mobile services.
So Instead of asking ‘Who is the target audience of RIL?’, the question should be ‘Who isn’t, the audience of
RIL?’.
So, Reliance Industries Limited has a wide target audience to serve. So let us understand how the company
serves its offerings using the Marketing Mix Model.

Reliance’s Marketing Mix

Marketing Mix is a model that helps us understand a company based on its Product, Price, Place, Promotion.
This model helps us in knowing what the company has to offer at what price, where it is going to sell and the
steps taken to promote the products.
In Reliance Industries Limited’s case, it has launched a wide range of products, from petrochemicals to retail
to healthcare, etc. but we will understand its main businesses in this model.

Product Strategy of Reliance

A product is nothing but a value-adding object or innovation or service which a company sells.[however, the
research and analysis involved in strategic planning is very sophisticated and requires a great deal of skill
and judgement.
Marketing Strategies of Reliance Retail
Reliance Retail has recently started working aggressively to increase its presence in India. The company has
launched Jio Mart that offers home delivery of products and services to its customers.
Reliance does not charge any delivery fee as of now whereas its competitors like Amazon and Flipkart charge
a mandatory delivery fee irrespective of the size of the order. This distinguishes Jio Mart fromits customers.
It is also currently working in onboarding Local Kirana Stores and Petty shops from all the regions of India
and help them with home delivery services for their products and offerings
So this is how Reliance Industries’ marketing strategy is placed so that it can be one step ahead of its
competitors. Let’s now go through the marketing campaigns undertaken by them in the next section.
4P’S OF MARKETING
The term "marketing mix" is a foundation model for businesses, historically centred around product, price,
place, and promotion] (also known as the "4 Ps").
The marketing mix has been defined as the "set of marketing tools that the firm uses to pursue its marketing
objectives in the target market".
Marketing theory emerged in the early twenty-first century. The contemporary marketing mix which has
become the dominant framework for marketing management decisions was first published in 1984.

PRODUCT refers to what the business offers for sale and may include products or services. Product
decisions include the "quality, features, benefits, style, design, branding, packaging, services, warranties,
guarantees, life cycles, investments and returns".
PRICE refers to decisions surrounding "list pricing, discount pricing, special offer pricing, credit payment or
credit terms". Price refers to the total cost to customer to acquire the product, and may involve both
monetary and psychological costs such as the time and effort spent in acquisition. Distribution channels are
taken into consideration that includes retailer, wholesaler, Business to Business OR Business to Customer.
PLACE is defined as the "direct or indirect channels to market, geographical distribution, territorial
coverage, retail outlet, market location, catalogues, inventory, logistics, and order fulfilment". Place refers
either to the physical location where a business carries out business or the distribution channels used to reach
markets. Place may refer to a retail outlet, but increasingly refers to virtual stores such as "a mail order
catalogue, a telephone call centre or a website.
Example, firms that produce luxury goods like Louis Vuitton employ an intensive placement strategy by
making their products available at only a few exclusive retailers. In contrast, lower priced consumer goods
like toothpaste and shampoo, typically employ an extensive placement strategy by making their products
available to as many different retailers as possible.
PROMOTION refers to "the marketing communication used to make the offer known to potential
customers and persuade them to investigate it further". Promotion elements include "advertising, public
relations, direct selling and sales promotions."
The original marketing mix, or 4 Ps, as originally proposed by marketer and academic Philip Kotler & E.
Jerome McCarthy, provides a framework for marketing decision-making. McCarthy's marketing mix has
since become one of the most enduring and widely accepted frameworks in marketing.

RESEARCH METHODOLOGY
The study of research method provides you with the knowledge and skills you need to solve the problem and
meet the challenges of the fast- based decision. Marketing environment we define Business Research as a
systematic inquiry whose objective is to provide information to solve managerial problem. It seeks to find
explanation to unexplored phenomena to clarify the doubtful facts and to correct the misconceived facts.
Types of information to be collected:
The methodology is a way to solve the problem. The study is descriptive. It is an important component
of the study, and it will help to solve the problem systematically. The methodology involves the research
design, data collection and sample technique.
• Primary Data: Primary data are directly collected from the respondent’s with the help of a
questionnaire, discussion with consumers and the organization.
• Secondary Data: Efforts are made to collect information about the industry and, in particular, our
research unit through the journals, magazines, company profiles, internet and company records.
• Statistical tool: Simple percentages and diagrammatic representation are being used.
• Location of the study: Study will be conducted in Reliance Digital, Puttur.

OBJECTIVE OF THE STUDY:
The study will cover the overall customer opinion survey on visual merchandising and its effect on their
purchase. The study will be restricted to Reliance Digital (Mangalore-Madikeri Road) Puttur only. The study
attempts to assist the company in finding out how they can increase market share. This study also aims
towards knowing the customer opinion.
This research aims :
(1) To understand better the impact of visual or demo merchandising on consumer purchasing behaviour.
(2) To study the various components of visual merchandising at the retail stores.
(3) To understand the customer perceptiveness and expectations towards Reliance Digital retail stores.
LIMITATIONS:
· In this project, I have tried to present facts with figures penetrating to my survey skill it has some
limitation, which are there in this project need identification.
· The time of two months is very less for covering all the aspects of the project.
· The feedback received from the individuals is according to his perception, limited exposure and personal
knowledge level.
· Very less time was there for interaction with corporate clients.
· Problem in meeting with the concern person without appointment.
FINDINGS:
Network of 400+ stores nationally, housing over 200 brands and 5000 products. From in-depth, expert
buying advice to personal after-sales care tailored to each customer, we commit to our promise of
'Personalising Technology' every day.
Reliance Digital Platform is not directed towards minors. We do not knowingly collect Personal Information
from any User who is under 18 (Eighteen) years. If we are made aware that we have collected the Personal
Information of a person below the age of 18
CONCLUSION:
The study reveals that the name of Reliance brand is widely accepted brand is the today’s market .They have
the electronics and consumer durables that customer needs .It was found that overall customer perception
towards reliance digital store is good. Majority of the respondents are happy that reliance digital store has
opened in HUBLI. Most of the respondents felt that the price was appropriate to the products and it provide
better service. And it has variety of products are available .Reliance digital need to provide better discounts
and vouchers /coupons that attracts customers. In HUBLI city, compared to other digital stores is a preferred
choice for electronic purchases. Reliance digital should strive for maintaining the lead position in market.
Advertisements should be directed towards newspaper, online advertisements and TV commercials to have a
wider impact on the customers.
BIBLOGRAPHY:
· Websites
1. www.reliancedigital.in
2. www.dot.gov.in
3. www.wikipedia.org
4. Newspapers
5. Articles
QUESTIONNAIRE:
1. What is your opinion on store availability on your location?
o Available
o Not available
2. What is your opinion on customer care service?
o Satisfied
o Not satisfied
o Never used
3. What is the opinion on customer care employee’s response to
customers questions?
o good response
o Bad response
4. What is your opinion on fast delivery?
o Fast delivery
o Slow delivery
5. Whose service are you rendering now?
o Airtel
o Others
9. What kind of expectations do you have from your service provider?
o Cheap SMS

o Cheap roaming charges
o Improved services
o good network
o Cheap call rate
10.Rate your satisfaction level with your purchases made from online store?
o Very good
o Good
o Satisfied
o Bad
o Very bad\
11.How much do you spend per month on your reliance digital store?
o 100
o 200
o 500

INTRODUCTION
INTRODUCTION
Reliance Digital is an Indian consumer electronics retailer. It is a subsidiary of Reliance Retail, a wholly
owned subsidiary of Reliance Industries.
Reliance Digital opened its first store on 24 April 2007 in Delhi Currently there are more than 8,600
Reliance Digital and 1,800 My Jio stores in around 800 cities in India in addition to an online presence. The
stores are spread across the states of Andhra Pradesh, Delhi, Uttar
Pradesh, Gujarat, Karnataka, Kerala, Maharashtra, Tamil Nadu, Telangana, West
Bengal, Orissa, Assam, Bihar, and Jharkhand. Reliance Digital Stores are bigger in size than the other format
Digital Xpress Mini Stores.
Digital Xpress Mini

Digital Xpress mini stores are relatively smaller in size than Reliance Digital. These stores are about 250
square feet and mainly sell the company's telecom services, smartphones, tablets and also accessories of
other brands. There are around more than 1,700 Digital Xpress Mini Stores as of Feb 2017. These stores have
since been rebranded as 'Jio Stores' after the launch of Jio.
Consumer electronics
Consumer electronics or home electronics are electronic (analog or digital) equipment intended for everyday
use, typically in private homes. Consumer electronics include devices used
for entertainment, communications and recreation. Usually referred to as black goods due to many products
being housed in black or dark casings. This term is used to distinguish them from "white goods" which are
meant for housekeeping tasks, such as washing machines and refrigerators, although nowadays, these would
be considered black goods, some of these being connected to the Internet.In British English, they are often
called brown goods by producers and sellers.[3][n 1] In the 2010s, this distinction is absent in large big
box consumer electronics stores, which sell entertainment, communication and home office devices, light
fixtures and appliances, including the bathroom type.
Radio broadcasting in the early 20th century brought the first major consumer product, the broadcast
receiver. Later products included telephones, televisions, and calculators, then audio and video recorders and
players, game consoles, mobile phones, personal computers and MP3 players. In the 2010s, consumer
electronics stores often sell GPS, automotive electronics (car stereos), video game consoles, electronic
musical instruments (e.g., synthesizer keyboards), karaoke machines, digital cameras, and video players
(VCRs in the 1980s and 1990s, followed by DVD players and Blu-ray players). Stores also sell smart light
fixtures and appliances, digital cameras, camcorders, cell phones, and smartphones. Some of the newer
products sold include virtual reality head-mounted display goggles, smart home devices that connect home
devices to the Internet, streaming devices, and wearable technology.

In the 2010s, most consumer electronics have become based on digital technologies. They have essentially
merged with the computer industry in what is increasingly referred to as the consumerization of information
technology. Some consumer electronics stores have also begun selling office and baby furniture. Consumer
electronics stores may be "brick and mortar" physical retail stores, online stores, or combinations of both.
Annual consumer electronics sales are expected to reach $2.9 trillion by 2020. It is part of the wider electronics
industry. In turn, the driving force behind the electronics industry is the semiconductor industry.The basic
building block of modern electronics is the MOSFET (metal-oxide-silicon field-effect transistor, or MOS
transistor), the scaling and miniaturization of which has been the primary factor behind the rapid exponential
growth of electronic technology since the 1960s.
Reliance Industries Limited is an Indian multinational conglomerate company, headquartered in Mumbai. It has

diverse businesses including energy, petrochemicals, natural gas, retail, telecommunications, mass media,
and textiles. Reliance is one of the most profitable companies in India, the largest publicly traded company in
India by market capitalisation,[3] and the largest company in India as measured by revenue.[4] It is also
the tenth largest employer in India with over 236,000 employees. RIL has a market capitalisation of US$243
billion as of March 31, 2022.

The company is ranked 155th on the Fortune Global 500 list of the world's biggest corporations as of 2021.
[7] Reliance continues to be India's largest exporter, accounting for 8% of India's total merchandise exports and
access to markets in over 100 countries.[9] Reliance is responsible for almost 5% of the government of India's
total revenues from customs and excise duty. It is also the highest income tax payer in the private sector in
India.[9][10] The company has negative free cash flows.[11] Reliance Industries became the first Indian
company to cross 100Bn$ in revenues.
The company was co-founded by Dhirubhai Ambani and Champaklal Damani in 1960's as Reliance
Commercial Corporation. In 1965, the partnership ended and Dhirubhai continued the polyester business of the
firm.[12] In 1966, Reliance Textiles Engineers Pvt. Ltd. was incorporated in Maharashtra. It established
a synthetic fabrics mill in the same year at Naroda in Gujarat.[13] On 8 May 1973, it became Reliance
Industries Limited. In 1975, the company expanded its business into textiles, with "Vimal" becoming its major
brand in later years. The company held its Initial public offering (IPO) in 1977.[14] The issue was over-
subscribed by seven times.[15] In 1979, a textiles company Sidhpur Mills was amalgamated with the company.
[16] In 1980, the company expanded its polyester yarn business by setting up a Polyester Filament Yarn Plant
in Patalganga, Raigad, Maharashtra with financial and technical collaboration with E. I. du Pont de Nemours &
Co., U.S
STRATAGIC TOOLS
Strategic analysis is designed to address the first strategic question, "Where are we
now?" Traditional market research is less useful for strategic marketing because the analyst is
not seeking insights about customer attitudes and preferences. Instead strategic analysts are
seeking insights about the firm's operating environment with a view to identifying possible
future scenarios, opportunities and threats.
Strategic planning focuses on the three 3C's, namely: Customer, Corporation and
Competitors. A detailed analysis of each factor is key to the success of strategy formulation.
The 'competitors' element refers to an analysis of the strengths of the business relative to close
rivals, and a consideration of competitive threats that might impinge on the business' ability to
move in certain directions. The 'customer' element refers to an analysis of any possible changes
in customer preferences that potentially give rise to new business opportunities. The
'corporation' element refers to a detailed analysis of the company's internal capabilities and its
readiness to leverage market-based opportunities or its vulnerability to external threats.
Mintzberg suggests that the top planners spend most of their time engaged in analysis and are
concerned with industry or competitive analyses as well as internal studies, including the use
of computer models to analyse trends in the organization. Strategic planners use a variety of
research tools and analytical techniques, depending on the environment complexity and the
Firm's goals. Fleischer and Bensoussan, for instance, have identified some 200 qualitative and
quantitative analytical techniques regularly used by strategic analysts while a recent publication
suggests that 72 techniques are essential.
CHAPTER-1(A)
INDUSTRY PROFILE

Telecommunications in India
Technology and gadgets are now indispensable in our daily lives, especially since work from home has
become a norm. And that’s why, in the run up to Independence Day, Reliance Digital has made the ongoing
Digital India Sale even more exciting, with a slew of offers and discounts.
The sale is live at all Reliance Digital, My Jio Stores and also on www.reliancedigital.in. Customers can
avail a 10 per cent Instant Discount* up to Rs 3,000 on HDFC Bank cards and EMI transactions till August
Customers can also avail Insta Delivery* (delivery in less than three hours) and Store Pick-up* options from t
hei r nea rest stores. All stores and delivery partners are strictly following Covid-safety measures in the
interest of the safety of customers and employees.
Reliance Digital is one of the largest electronics retailers in India with a presence in over 800 cities with 460+
large form at Reliance Digital stores and 1,800+ My Jio stores. With more than 300 international and national
brands and over 5,000 products at best prices, Reliance Digital has the largest selection of models to help
customers find the right technology solution.

As a treatment for long Covid, apheresis is proposed to filter out circulating factors in the blood that are
involved in inflammation and clotting. It has yet to be proven effective in any meaningful trial in this context,
and is not without risks. Nonetheless, it's getting a lot of attention, especially driven by social media.
Reliance Digital Retail, the electronics chain run by Mukesh Amabni-led Reliance group, has charted out
aggressive expansion plans.
The company plans to ramp up its current store count of 104 stores to 500 by March 2014, said Vijay Nair,
assistant vice-president, Reliance Retail.
While Nair did not disclose the amount set aside for expansion, he said the company will focus on Tier 2 and
Tier 3 cities for the expansion.
To strengthen the back-end operations, the company plans to increase the warehouse count from 21 to one in
every state soon.
The plan is in line with the group’s plans to expand the retail business at a scorching space.
It is looking to grow the retail business 5-6 fold in the next 3-4 years to achieve a revenue of `40,000-50,000
crore.
Experts said Reliance has deep pockets, which gives it a leeway to expand at a time when other retailers are
cautious.
The company also plans to tap the online space to boost sales.
“We should be present in the online space by January end,” said Nair.
While it plans to focus more on private labels, the retailer is also extending product portfolio and launching
products such as tablets.
On profitability, Nair said, “Currently, the stores that are operational for over a year are profitable. The
newer stores will also be able to break even in a year’s time.”
The company said it has been experimenting with store formats and would continue to do so.
At present, its store mix includes smaller stores called I stores that are spread across 1,500-2,000 sq ft
onward and larger stores, which are spread over 8,000 sq ft.

Digital Xpress Mini
Digital Xpress mini stores are relatively smaller in size than Reliance Digital. These stores are about 250
square feet and mainly sell the company's telecom services, smartphones, tablets and also accessories of
other brands. There are around more than 1,700 Digital Xpress Mini Stores as of Feb 2017.[10] These stores
have since been rebranded as 'Jio Stores' after the launch of Jio.
Reliance ResQ
resQ is the service arm of Reliance Digital / Digital Xpress and Digital Xpress mini stores, which caters to
customers for after sales service. resQ is India's first multi product, multi brand, multi-location service
facility which offers service from 10am to 10pm, 365 days a year. The resQ Care Plans offer scheduled
preventive maintenance visits and standby units in special cases.
Reconnect
Reliance Digital launched its private label of products branded "RECONNECT" in October, 2011, which is
said to have been inspired by former, and fabulous, section co-ordinator Mumbai native – Steven Jeffrey
Maxwell, who devoted years to the technology giant. Reconnect product range covers over 200 products,
from the latest large-screen LED TVs, star-rated air conditioners, washing machines, smartphones, tablets to
household appliances and personal care products. Major all products comes with a 2-year warranty, while
accessories product warranty vary from 6 months to 1 year
iStore
Reliance Digital also operates a chain of Apple resellers in India under the name iStore.[12] There are about
4 such stores in India currently.
LYF
Reliance Digital also carries the LYF brand of 4G smartphones. These phones were launched in January
2016. So far, five phones have been launched – Earth 1, Water 1, Water 2, Wind 6 and Flame.
Reliance Retail

Reliance Retail is an Indian retail company and a subsidiary of Reliance Industries Limited. Founded in
2006, it is the largest retailer in India in terms of revenue. Its retail outlets offer foods, groceries, apparel,
footwear, toys, home improvement products, electronic goods, and farm implements and inputs. Apart from
physical outlets, the company also sells products on its e-commerce channels.
It had a turnover of ₹337 billion in the financial year 2016–17. Reliance Retail announced revenues of ₹450
billion for the nine months ended December 2017 for financial year 2017–18, showing over a 90% jump
from the corresponding previous period. The company also reported a profit of ₹7 billion for the period. In
financial year 2019–2020, the company reported record breaking revenue of ₹1.62 trillion and EBITDA of
9,654 crore growing 55.7% year over year. The company also became the country's largest retailer by reach,
scale, revenue and profitability.
In September 2020, it was announced that American investment firm Silver Lake has bought 1.75% stake in
Reliance Retail for ₹7,500 crore (US$940 million) valuing the business at ₹4.28 trillion (US$54 billion). On
23 September, it was announced that KKR has bought 1.28% stake for ₹5,500 crore valuing the venture at
₹4.28 trillion or $58 billion.
In October 2020, Singapore's GIC bought a 1.22% stake for $752 million, while TPG acquired a 0.41% stake
for $250 million giving Reliance Retail a pre-money evaluation of $58.5 billion
On 29 August 2020, Reliance Retail announced that it is acquiring the retail, wholesale, logistics and
warehousing business from the Future Group for ₹24,713 crore (US$3.1 billion) adding 15 lakh square
meters of retail space to the company.
On 15 November 2020, Reliance Retail announced that it had acquired a majority ownership of the furniture
and decorating company Urban Ladder.
On 7 October 2021, the company announced its partnership with 7-Eleven to open its stores in India. The
announcement came a day after Future Group announced the end of its partnership with 7-Eleven, citing the
inability to meet the target of opening stores and payment of franchisee fees. The first 7-Eleven in India
opened in Mumbai.
On 6 January 2022, Reliance Retail invested $200 million in Dunzo for 25.8% stake
Mukesh Ambani’s Daughter Isha Ambani will Head the Reliance Retail.
Finance

As of 31 March 2018, the company had 29,533 permanent employees of which 1,521 were women and 70
were employees with disabilities. It also had 158,196 temporary employees on the same date which makes a
total of 187,729 employees.[40] As per its Sustainability Report for 2011–12, the attrition rate was 7.5%. But
currently, the same attrition rate has gone up to 23.4% in March 2015 as per latest report released by the
organisation.
Subsidiaries
Jio Platforms Limited, essentially a technology company, is a majority-owned subsidiary of RIL. It is the
result of a corporate restructuring announced in October 2019, resulting in all the digital initiatives and the
telecommunication assets being housed under this new subsidiary. This new subsidiary holds all the digital
business assets including Reliance Jio Infocomm Ltd, which in turn holds the Jio connectivity business -
Mobile, broadband and enterprise and also the other digital assets (JIO Apps, Tech backbone and

Investments in other tech entities like Haptic, Hathaway and Den Networks among others.In April 2020, RIL
announced a strategic investment of ₹43,574 crore (US$5.5 billion) by Facebook into Jio Platforms. This
investment translated into a 9.99% equity stake, on a fully diluted basis. Further in May 2020, RIL sold
roughly 1.15% stake in Jio Platforms for ₹5,656 crore (US$710 million) to the American private equity
investor, Silver Lake Partners. Intel became the 12th company to invest in Reliance Jio platforms after it
invested ₹1,894.50 crore ($250 million),the total investments in Jio platforms is ₹117,588.45 crore so
far. On 16 July 2020, Google announced that it will acquire a 7.7% stake in Jio Platforms for ₹33,737 crore.
Reliance Retail is the retail business wing of the Reliance Industries. In March 2013, it had 1466 stores in
India.[57] It is the largest retailer in India.[58] Many brands like Reliance Fresh, Reliance Footprint,
Reliance Time Out, Reliance Digital, Reliance Wellness, Reliance Trends, Reliance Autozone, Reliance
Super, Reliance Mart, Reliance iStore, Reliance Home Kitchens, Reliance Market (Cash n Carry) and
Reliance Jewel come under the Reliance Retail brand. Its annual revenue for the financial year 2012–13
was ₹108 billion (US$1.4 billion) with an EBITDA of ₹780 million (US$9.8 million).
Reliance Life Sciences works around medical, plant and industrial biotechnology opportunities. It

specialises in manufacturing, branding, and marketing Reliance Industries' products in
bio.pharmaceuticals, pharmaceuticals, clinical research services, regenerative medicine, molecular medicine,
novel therapeutics, biofuels, plant biotechnology, and industrial biotechnology sectors of the medical

business industry.

Reliance Logistics is a single-window[clarification needed] company selling transportation, distribution,
warehousing, logistics, and supply chain-related products. Reliance Logistics is an asset based company with
its own fleet and infrastructure.] It provides logistics services to Reliance group companies and
outsiders.Merged content from Reliance Logistics to here. See Talk:Reliance
Industries/Archives/2013#Merge proposals.
Reliance Solar, the solar energy subsidiary of Reliance, was established to produce and retail solar energy
systems primarily to remote and rural areas. It offers a range of products based on solar energy: solar
lanterns, home lighting systems, street lighting systems, water purification systems, refrigeration systems and
solar air conditioners Merged content from Reliance Solar to here.
Reliance Industrial Infrastructure Limited (RIIL) is an associate company of RIL. RIL holds 45.43% of the
total shares of RIIL. It was incorporated in September 1988 as Chembur Patalganga Pipelines Limited, with
the main objective being to build and operate cross-country pipelines for transporting petroleum products.
The company's name was subsequently changed to CPPL Limited in September 1992,
Thereafter to its present name, Reliance Industrial Infrastructure Limited, in March 1994.RIIL is mainly
engaged in the business of setting up and operating industrial infrastructure. The company is also engaged in
related activities involving leasing and providing services connected with computer software and data
processing.The company set up a 200-millimetre diameter twin pipeline system that connects the Bharat
Petroleum refinery at Mahul, Maharashtra, to Reliance's petrochemical complex at Patalganga, Maharashtra.
The pipeline carries petroleum products including naphtha and kerosene. It has commissioned facilities like
the supervisory control and data acquisition system and the cathodic protection system, a jack well at River
Tapi, and a raw water pipeline system at Hazira. The infrastructure company constructed a 71,000 kilo-liter
petrochemical product storage and distribution terminal at the Jawaharlal Nehru Port Trust (JNPT) Area in
Maharashtra.[citation needed]
Network 18, a mass media company. It has interests in television, digital platforms, publication, mobile apps,
and films. It also operates two joint ventures, namely Viacom 18 and History TV18 with Viacom and A+E
Networks respectively. It also has acquired a partial part of ETV Network and since renamed its channels
under the Colors TV brand.
Reliance Eros Productions LLP, joint venture with Eros International to produce film content in India.
Reliance Industrial Investments and Holdings Limited (RIIHL), a wholly-owned subsidiary of RIL provide
financial services. The Company owns securities of companies other than banks, as well as offers investment
services.[71] RIIHL bought majority stakes in two companies - logistics firm Grab A Grub Services Private
Limited (Grab) and software company C-Square Info Solutions - for over ₹146 crores in March 2019. RIIHL
also sponsored the Tower Investment trust (InvITs) for the acquisition of 49% equity in RJio’s tower assets
for ₹25,215 crores by the Canadian asset management firm Brookfield Infrastructure Partners.] On April 22,
2021, RIIHL acquired the entire issued share capital of Stoke Park Ltd, company that owns and manages
sporting and leisure facilities in Stoke Poges, Buckinghamshire for £57 million.
Reliance Strategic Business Ventures Limited (RSBVL), a wholly-owned subsidiary of RIL bought a 51.78%
stake in robotics and AI firm Asteria Aerospace for ₹23.12 crore and an 85% stake in NowFloats
Technologies for ₹141.63 crores in Dec 2019.[74] It also holds 18.83% in EIH Limited, the flagship
company of The Oberoi Group, one of the largest luxury hotel chains in India. In November 2019, RSBVL
invested an undisclosed amount in SkyTran Inc. for 12.7%, increased it further to 26.3% by April 2020. In
February 2021, RIL became the majority stakeholder with 54.46% with an additional investment of $26.76
million.

Embibe, Bengaluru-based EdTech start-up raised funding of ₹89.91 crores from RIL in February 2020. Over
three years, Reliance Industries had invested around $180 million in the start-up. A part of it was towards
acquiring a stake of 72.69% from Embibe's existing investors. In December 2019, Embibe, under the
proprietary name (Individual Learning Private Limited), announced that it picked up equity shares in
Bengaluru-based K12 startup Funtoot (eDreams Edusoft). The deal was capped at ₹71.64 crores in cash,
which holds 90.5% of the equity share capital of Funtoot. In February 2020, it acquired the rival platform
OnlineTyari.

CHAPTER-1(A)
COMPANY PROFILE
Background and inception of the company:
About Reliance Group

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private
sector enterprise, with businesses in the energy and materials value chain. Group's annual
revenues are in excess of US$ 58 billion. The flagship company, Reliance Industries Limited, is
a Fortune Global 500 company and is the largest private sector company in India.

Backward vertical integration has been the cornerstone of the evolution and growth of Reliance.
Starting with textiles in the late seventies, Reliance pursued a strategy of backward vertical
integration - in polyester, fibre intermediates, plastics, petrochemicals, petroleum refining and oil
and gas exploration and production - to be fully integrated along the materials and energy value
Chain.
The Group's activities span exploration and production of oil and gas, petroleum refining and
marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles, retail,
infotel and special economic zones.
Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre
producer in the world and among the top five to ten producers in the world in major
petrochemical products.
Major Group Companies are Reliance Industries Limited, including its subsidiaries and Reliance
Industrial Infrastructure Limited.
About Reliance Retail Limited

Reliance Retail Limited is an organized retail arm of the Reliance Industries Limited. Reliance
industry is the largest conglomerate in India. It has an annual turnover of US$35.9 Billion. It is
also listed on 206th position in the Fortune Global 500 companies.
Reliance Retail is actually the retail group of Reliance Industries Limited. It has a number of
brands like Reliance Time Out, Reliance Digital, Reliance Wellness, Reliance Autozone,
Reliance Super, Reliance Mart, Reliance iStore, Reliance fresh, Reliance footprint, Reliance
Jewels, Reliance trends, and Reliance living.
Reliance Group was established in 1970's. The Reliance Retail was found in the year 2006 as an
operating subsidiary. It has its head office in Mumbai, India.
Reliance is gearing up to revolutionize the retailing industry in India. Towards this end, Reliance
is aggressively working on introducing a pan-India network of retail outlets in multiple formats.
A world class shopping environment, state of art technology, a seamless supply chain
infrastructure, a host of unique value-added services and above all, unmatched customer
experience, is what this initiative is all about.
The retail initiative of Reliance will be without a parallel in size and spread and make India
proud. Ensuring better returns to Indian farmers and manufacturers and greater value for the
Indian consumer, both in quality and quantity, will be an integral feature of this project. By
creating value at all levels, we will actively endeavor to contribute to India's growth.
The project will boast of a seamless supply chain infrastructure, unprecedented even by world
standards. Through multiple formats and a wide range of categories, Reliance is aiming to touch
almost every Indian customer and supplier.
Reliance Digital
Reliance Digital is a Consumer Electronics, Durables, IT & Telecom retail arm of Reliance
Retail Group, a subsidiary of Reliance Industries Limited hosts over 150 national and
international brands of electronic products. Reliance Digital Stores offer more than 4000 types of
electronic products.
After a successful launch of Reliance Fresh stores across several towns and cities in India,
Reliance Retail Limited unveiled ‘Reliance Digital’ in the year 2007, its pilot consumer
electronics concept mega store. The new destination for the latest in technology and
entertainment products & services, and currently 58 Reliance Digital stores are operating in

India
Nature of the business carried:

Reliance Digital Store is a one stop shop for different electronic needs of all customers. May it
be household appliances, computers, laptops, games or telecom products; customers can find
every gadget, for every budget at Reliance Digital. It has over 4000 products at reasonable prices
for its valued customers.
Vision, Purpose, Values and Promises:
Vision: Reliance Digital seeks to fulfill the dream of every Indian, be it through its nationwide network
of conveniently located stores or through its presence on the web, by providing a delightful
shopping experience of products & solutions and helping them bring home the latest & best in
technology from the widest selection at the lowest assured price with complete peace of mind
through lifelong support.
Purpose:

1. Growth is Life
2. “Bettering the lives of Indian everyday”
Values:
1.We believe in people


2.We believe in and follow the customer

3.We believe in the good of the community

3. We believe in each other
Promises:

1.A delightful shopping experience

2.A delighted community

4. A delightful place to work
Products/ Services Profile:
Products/ Services Profile:

Reliance Digital – The Merchandise Mix

Consumer electronics

Home appliances

Kitchen appliances

Computing & gaming

Personal audio

Mobile communications

High-end audio & home theaters

High definition flat panel televisions

Music and movies

Digital photography & photo printing

Accessories to enhance product usage & experience

Services
Reliance Digital reviews all its products to provide the best to its customers. It has a specially
designed ‘Experience Zones’ to get the real feel of the product before purchasing it.
Reliance Digital provides financial assistance through easy EMI Schemes; Company has
appointed Bajaj Capital to provide financial assistance to its consumers. Consumers have to
make 40% down payment and the remaining amount is distributed into 8 EMIs and interest rate
varies from brand to brand products.

Reliance Digital has a ResQ facility, which serves the purpose of a technical support team. It
comes to rescue to provide solutions for problems that customers may face with products from15
all leading brands. This facility is available 7 days a week; 365 days a year from 10 a.m. to 10
p.m. They have qualified engineers to deal with installation and to guide you with the usage of
the appliances.
Ownership pattern:

Reliance industry is the largest conglomerate in India, having number of brands with the
different businesses. The ownership pattern of Reliance Digital can be explained as - Reliance
Industries Limited has different subsidies; Reliance Retail Limited is one among the subsidies
and under which Reliance Digital is one of the Retail Business of Reliance retail.
Reliance Digital or the Reliance Retail Limited has not listed in stock market individually but
Reliance Industries Limited (RIL) as whole listed under stock market where all the subsidies of
RIL is considered to be a group and listed in the stock market. Hence Reliance Digital is a Public
Limited Company and Mr. Mukesh D. Ambani is the Chairman and Managing Director of
Reliance Industries Limited.
Regulatory environment

LIRN Easia's Telecommunications Regulatory Environment (TRE) index, which summarises stakeholders'
perception on certain TRE dimensions, provides insight into how conducive the environment is for further
development and progress. The most recent survey was conducted in July 2008 in eight Asian countries,
including Bangladesh, India, Indonesia, Sri Lanka, Maldives, Pakistan, Thailand, and the Philippines. The
tool measured seven dimensions: i) market entry; ii) access to scarce resources; iii) interconnection; iv) tariff
regulation; v) anti-competitive practices; and vi) universal services; vii) quality of service, for the fixed,
mobile and broadband sectors.
The results for India, point out to the fact that the stakeholders perceive the TRE to be most conducive for
the mobile sector followed by fixed and then broadband. Other than for Access to ScarceResources the fixed
sector lags behind the mobile sector. The fixed and mobile sectors have the highest scores for Tariff
Regulation. Market entry also scores well for the mobile sector as competition is well entrenched with most
of the circles with 4–5 mobile service providers. The broadband sector has the lowest score in the aggregate.
The low penetration of broadband of mere 3.87 against the policy objective of 9 million at the end of 2007
clearly indicates that the regulatory environment is not very conducive.
In 2013 the home ministry stated that legislation must ensure that law enforcement agencies are empowered
to intercept communications.
S-band spectrum scam
In India, electromagnetic spectrum, being a scarce resource for wireless communication, is auctioned by the
Government of India to telecom companies for use. As an example of its value, in 2010, 20 MHz of 3G
spectrum was auctioned for ₹677 billion (US$8.9 billion). This part of the spectrum is allocated for
terrestrial communication (cell phones). However, in January 2005, Antrix Corporation (commercial arm of
ISRO) signed an agreement with Devas Multimedia (a private company formed by former ISRO employees
and venture capitalists from USA) for lease of S band transponders (amounting to 70 MHz of spectrum) on
two ISRO satellites (GSAT 6 and GSAT 6A) for a price of ₹14 billion (US$180 million), to be paid over a
period of 12 years. The spectrum used in these satellites (2500 MHz and above) is allocated by the
International Telecommunication Union specifically for satellite-based communication in India.
Hypothetically, if the spectrum allocation is changed for utilisation for terrestrial transmission and if this 70
MHz of spectrum were sold at the 2010 auction price of the 3G spectrum, its value would have been over
₹2,000 billion (US$26 billion). This was a hypothetical situation. However, the Comptroller and Auditor
General of India considered this hypothetical situation and estimated the difference between the prices as a
loss to the Indian Government.
There were lapses on implementing Government of India procedures. Antrix/ISRO had allocated the
capacity of the above two satellites to Devas Multimedia on an exclusive basis, while rules said it should
always be non-exclusive. The Cabinet was misinformed in November 2005 that several service providers
were interested in using satellite capacity, while the Devas deal was already signed. Also, the Space
Commission was kept in the dark while taking approval for the second satellite (its cost was diluted so that
Cabinet approval was not needed). ISRO committed to spending ₹7.66 billion (US$100 million) of public
money on building, launching, and operating two satellites that were leased out for Devas.[citation needed]
In late 2009, some ISRO insiders exposed information about the Devas-Antrix deal,[90][91] and the ensuing
investigations resulted in the deal being annulled. G. Madhavan Nair (ISRO Chairperson when the
agreement was signed) was barred from holding any post under the Department of Space. Some former
scientists were found guilty of "acts of commission" or "acts of omission". Devas and Deutsche Telekom
demanded US$2 billion and US$1 billion, respectively, in damages.
The Central Bureau of Investigation concluded investigations into the Antrix-Devas scam and registered a
case against the accused in the Antrix-Devas deal under Section 120-B, besides Section 420 of IPC and
Section 13(2) read with 13(1)(d) of PC Act, 1988 on 18 March 2015 against the then Executive Director of
Antrix Corporation, two officials of USA-based company, Bangalore based private multimedia company,
and other unknown officials of Antrix Corporation or Department of Space.
Devas Multimedia started arbitration proceedings against Antrix in June 2011. In September 2015, the
International Court of Arbitration of the International Chamber of Commerce ruled in favour of Devas, and
directed Antrix to pay US$672 million (Rs 44.35 billion) in damages to Devas. Antrix opposed the Devas
plea for tribunal award in the Delhi High Court.

CHAPTER-2(B)
COMPANY PROFILE

The mobile telephony services providers Airtel, Vodafone (Formerly Hutch), have been competing
aggressively for their market share with MTNL, Tata Indicom, Reliance and Idea Cellular entering
into the foray, this tussle has only become tougher. With major market share in the hands of the likes
of Reliance, Airtel, Vodafone (Formerly Hutch), Idea Cellular the others have been finding it difficult
to compete in the market.
The Telecom Regulatory Authority Of India (TRAI) has been playing an important role in keeping a
watch on these existing players and bringing new environment as well as policies and reforms for
these Mobile Telephony Service Providers and permitting them to provide mobile telephony services
including permission to carry its own long distance traffic within their service area without seeking an
additional license. TRAI’s mission is to create and nurture conditions for the growth of
telecommunications including broadcasting and cable services in the country in a manner and
at a pace which will enable India to play a leading role in the emerging global information
society. The service providers are free to provide, in its service area of operation, all types of mobile
services including voice and non-voice messages, data services and PCO’s. The Operators would be
required to pay a one-time entry fee. The basis for determining the entry fee and the basis for
selection of additional operators would be recommended by the TRAI. Apart from the one time entry
fee, operators would also be required to pay license fee based on a revenue share. It is proposed that
the appropriate level of entry fee and percentage of revenue share arrangement for different service

areas would be recommended by TRAI in a2
Although the cellular services market in India grew during the late 1990s (as the number of players
increased and tariffs and handset prices came down significantly) the growth was rather marginal.
This was because the cellular service providers offered only post-paid cellular services, which were
still perceived to be very costly as compared to landline communications. Following this realization,
the major cellular service providers in India, launched pre-paid cellular services in the late 1990s. The
main purpose of these services was to target customers from all sections of society (unlike post-paid
services, which were targeted only at the premium segment)
.
Airtel provider of fixed telephony in India, and is also a provider of broadband and subscription
TV services. The brand is operated by several accessories of Bharti Airtel, with Bharti
Hexacom and Bharti Telemedia furnishing broadband fixed line services and Bharti Infratel
Furnishing telecom unresistant structure service similar as telecom outfit and telecom
halls. Bharti Airtel Limited is part of Bharti Enterprises and is headed by Sunil Bharti
Mittal.
Airtel is the first Indian telecom service provider to achieve Cisco Gold Certification. It also

acts as a carrier for public and transnational long distance communication services. The
company has a submarine string wharf station at Chennai, with a connection to Singapore.
As of 31 January 2019, Airtel has340.36 million subscribers with a request share of28.80
in India. Airtel was named India's alternate most precious brand in the first ever Brands
ranking by Millward Brown and WPPplc.
Mobile services
Airtel operates in all telecom circles of India. Airtel is the largest driver in pastoral India, with
million subscribers as of 31 January 2018.
3G
Several telecommunications companies market wireless mobile Internet services as 3G, indicating that
the advertised service is provided over a 3G wireless network. Services advertised as 3G are required to
meet IMT-2000 technical standards, including standards for reliability and speed (data transfer rates).
To meet the IMT-2000 standards, a system must provide peak data rates of at least 144 kbit/s. 18 May
2010, the 3G diapason transaction was completed and Airtel paid the Government of
India ₹122.95 billion(US$1.7 billion) for diapason in 13 circles, the most quantum spent by
an driver in that transaction. Airtel won 3G licences in 13 telecom circles of India Delhi, Mumbai,
Andhra Pradesh, Karnataka, Tamil Nadu, Uttar Pradesh( West), Rajasthan, West Bengal, Himachal
Pradesh, Bihar, Assam, North East, and Jammu &Kashmir.( 9) Airtel also operates 3G services in
Maharashtra & Goa and Kolkata circlesthrough an agreement with Vodafone and in Gujarat and Punjab
through an agreementwith Idea. This gives Airtel a 3G presence in all 22 out of 22 circles in India.
Airtel is fined by DoT 3.50 billion for not stopping offering 3G Services through Roaming Pacts outside
its Licensed Zones in Seven Circles. On 20 September 2010, Bharti Airtel said that it had given
contracts to Ericsson India, Nokia Siemens Networks (NSN) and Huawei Technologies to set up
infrastructure for providing 3G services in the country.
3G telecommunication networks support services that provide an information transfer rate of at least
144 kbit/s.[2][3][4] Later 3G releases, often denoted 3.5G and 3.75G, also provide mobile
broadband access of several Mbit/s to smartphones and mobile modems in laptop computers. This
ensures it can be applied to wireless voice calls, mobile Internet access, fixed wireless Internet access,
video calls and mobile TV technologies.
These vendors would plan, design, deploy and maintain 3G–HSPA (third-generation, high-speed
packet access) networks in 13 telecom circles where the company had won 3G licences. While Airtel
awarded network contracts for seven 3G circles to Ericsson India, NSN would manage networks in
three circles.
Chinese telecom equipment vendor Huawei Technologies was introduced as the third partner for three
circles. Airtel launched 3G services in Bangalore on 24 January 2011. On 27 January 2011, Airtel
launched 3G in Chennai and Coimbatore in Tamil Nadu. On 27 July 2011, 3G services were launched
in Kerala's 3 largest cities – Kochi, Kozhikode and Thiruvananthapuram. Airtel 3G services are
available in 200 cities through its network and in 500 cities through intra-circle roaming arrangements
with other operators. Airtel had about 5.4 million 3G customers of which 4 million are 3G data
customers as of September 2012.
A new generation of cellular standards has appeared approximately every tenth year since 1G systems
were introduced in 1979 and the early to mid-1980s. Each generation is characterized by new frequency
bands, higher data rates and non–backward-compatible transmission technology. The first commercial
3G networks were introduced in mid-2001.

4G
4G is the fourth generation of broadband cellular network technology, succeeding 3G, and preceding 5G.
A 4G system must provide capabilities defined by ITU in IMT Advanced. Potential and current
applications include amended mobile web access, IP telephony, gaming services, high-definition mobile
TV, video conferencing, and 3D television.
The first-release LTE standard was commercially deployed in Oslo, Norway, and Stockholm, Sweden in
2009, and has since been deployed throughout most parts of the world. It has, however, been debated
whether first-release versions should be considered 4G LTE. The 4G wireless cellular standard was
defined by the International Telecommunication Union (ITU) and specifies the key characteristics of the
standard, including transmission technology and data speeds.
Each generation of wireless cellular technology has introduced increased bandwidth speeds and network
capacity. 4G users get speeds of up to 100 Mbit/s, while 3G only promised a peak speed of 14 Mbit/s.
The broadband wireless access (BWA) or 4G spectrum auction in India ended. Airtel paid ₹33.1436
billion (US$460 million) for spectrum in 4 circles: Maharashtra and Goa, Karnataka, Punjab and Kolkata.
The company was allocated 20 MHz of BWA spectrum in 2.3 GHz frequency band. Airtel's TD-LTE
network is built and operated by ZTE in Kolkata and Punjab, Huawei in Karnataka, and Nokia Siemens
Networks in Maharashtra and Goa. On 10 April 2012, Airtel launched 4G services through dongles and
modems using TD-LTEtechnology in Kolkata, becoming the first company in India to offer 4G services. The
Kolkata launch was followed by launches in Bangalore(7 May 2012), Pune (18 October 2012),[18] and
Chandigarh, Mohali and Panchkula (25 March 2013). Airtel obtained 4G licences and spectrum in the
telecom circles of Delhi, Haryana, Kerala and Mumbai after acquiring Wireless Business Services
PrivateLimited, a joint venture founded by Qualcomm, which had won BWA spectrum in those circles in the
4G spectrum auction.
Airtel India owns spectrum in 850 MHz, 900 MHz, 1800 MHz, 2100 MHz and 2300 MHz
bands across the country.
Airtel Digital TV from SES 7 satellite, this transponder list is very useful to install your Airtel Digital
TV set-top box manually. This list is also useful for those who are dealers and distributors of Airtel Digital
TV, They can feed these ADTV frequencies in their sat finder / Satellite dB meters.

Airtel Broadband will also benefit from Project Leap. The ISP's maximum offered speed will
rise from 16 Mbit/s in 2016 to 50 Mbit/s when after the programme is implemented.
On 14 June 2016, Airtel launched the Open Network initiative under Project Leap. The Open
Network service allows users to view Airtel's mobile network coverage and signal strength
across India, in addition to network site deployment status. This was first launched on a trial
basis in December 2015, before its official launch in June 2016.
In February 2016, Airtel deployed LTE Advanced carrier aggregation technology in Kerala.
Carrier aggregation combines the capacities of TD-LTE (2300 MHz spectrum band) and FD
LTE (1800) enabling better spectrum utilization and efficiency. The network achieved data
speeds of up to 135 Mbit/s.
On 30 November 2015, Airtel announced the launch of a network transformation programme

called Project Leap. Under the programme, the company will invest ₹60,000 crores over the
next 3 years to upgrade its network across India. Airtel will deploy over 160,000 base stations
nationwide, and also expand its mobile broadband coverage to over 500,000 villages. Under
Project Leap, Airtel will introduce several technologies such as small cells, carrier aggregation
solutions, Wi-Fi hotspots, and several different spectrum bands to improve network coverage
in indoor areas. The company will also deploy more than 5,50,000 km of domestic and
international fibre, and upgrade its legacy networks and base stations over the three-year
Period.
Once you receive signal quality above 50%, then exits the menu and check your TV channels. If you still
have the same issue then you contact Airtel Digital TV customer care.
BHARTI AIRTEL HISTORY

Bharti Airtel Limited is a leading global telecommunications company with operations in 18 countries
across Asia and Africa. Headquartered in New Delhi India Bharti Airtel ranks amongst the top 3 mobile
service providers globally in terms of subscribers. The company offers an integrated suite of telecom
solutions to its enterprise customers in addition to providing long distance connectivity both nationally and
internationally. The Company also offers Digital TV and IPTV Services. All these services are rendered
under a unified brand 'airtel' either directly or through subsidiary companies.The company operates in four
strategic business units namely Mobile Telemedia Enterprise and Digital TV.
The mobile business offers services in India Sri Lanka and Bangladesh. The Telemedia business provides
broadband IPTV and telephone services in 95 Indian cities. The Digital TV business provides Direct-to-
Home TV services across India. The Enterprise business provides end-to-end telecom solutions to corporate
customers and national and international long distance services to telcos. The company also deploys owns
and manages passive infrastructure pertaining to telecom operations under their subsidiary Bharti Infratel
Ltd. Bharti Infratel Ltd own 42% of Indus Towers Ltd. Bharti Infratel Ltd and Indus Towers Ltd are the
largest passive infrastructure service providers for telecom services in India. Bharti Airtel Ltd was
incorporated in the year 1995 with the name Bharti Tele-Ventures Ltd. The company was promoted by
Bharti Telecom Ltd a company incorporated under the laws of India.
The name of the company was changed from Bharti Tele-Ventures to Bharti Airtel Ltd with effect from
April 24 2006 in order to reflect their brand essence objective and the nature of their business
activities.During the year 1995-96 the company launched mobile services under the brand name 'Airtel' for
the first time in Delhi and Himachal Pradesh. During the year 1997-98 the company became the first private
telecom operator to obtain a license to provide basic telephone services in the state of Madhya Pradesh. They
incorporated Bharti BT VSAT Ltd and Bharti BT Internet Ltd during the year. During the year 1999-2000
the company acquired JT Mobiles for providing cellular services operator in Punjab Karnataka and Andhra
Pradesh.

Also they acquired Skycell Chennai and thus they expanded their South Indian footprint. During the year
2001-02 they launched IndiaOne India's first private sector national and international long distance service.
They acquired licenses for eight new circles across India. In July 2001 the company acquired 100% equity
interest in Bharti Mobitel Ltd (erstwhile Spice Cell Ltd) which provided mobile services in the Kolkata
circle.During the year 2002-03 the company launched cellular mobile services in the circle of Mumbai
Maharashtra Tamil Nadu Kerala Madhya Pradesh Uttar Pradesh (West) Haryana and Gujarat fixed line
services in the circles of Tamil Nadu and Karnataka and International Long Distance Services. They also
commenced commercial operations for their submarine cable landing station.
During the year 2003-04 the company obtained the new licenses for providing the Unified
Access Services which include telecom circles of West Bengal (including Andaman & Nicobar and
Sikkim) Bihar (including) (Jharkhand) Orissa Jammu & Kashmir and UP (East).
They also acquired interest in the telecom circles of Rajasthan and North Eastern States through the
acquisition of 67.5% equity stake in Bharti Hexacom Ltd.During the year 2004-05 Bharti Cellular Ltd and
Bharti Infotel Ltd subsidiaries of the company merged with the company with effect from April 1 2004.
Airtel Money
Airtel Payments Bank is an Indian first payments bank with its headquarters in New Delhi.The company is a
subsidiary of Bharti Airtel.[3] On 5 January, 2022, it was granted the scheduled bank status by Reserve Bank of
India under second schedule of RBI Act, 1934.
In 2015, eleven companies received In-principle approval from the Reserve Bank of India to set up Payments
Bank under the guidelines for Licensing of Payments Bank.
On 11 April 2016, Airtel Payments Bank became the first company to receive the Payments Bank license
from the Reserve Bank of India under Section 22 (1) of the Banking Regulation Act, 1949.Airtel Payments
Bank started with an 80:20 partnership between Bharti Airtel and Kotak Mahindra Bank. In August 2021,
Kotak Mahindra sold its stake to Bharti Enterprises Ltd. As on 31 December 2021, 99.9% equity capital of
the Bank is owned by the Bharti Group of Companies. It turned profitable in the quarter ended 30 September
2021, with an annual revenue run rate of Rs 1,000 crore.
Digital payments
In September 2017, Airtel Payments Bank launched UPI enabled digital payments to facilitate secure digital
payments. Customers need to link their bank accounts on BHIM before they can make UPI payments. For
UPI-based payments and transfers, customers are not required to furnish their bank details to enable
transactions.
Airtel Broadband
Airtel launched its V-Fiber service in October 2016. Airtel V-Fiber is available in 103 cities in India with
speeds up to 1 Gbit/s.[47] This service was later renamed as Xstream Fibr.
Airtel provides broadband internet access through DSL, internet leased lines and MPLS (multiprotocol label
switching) solutions[buzzword], as well as IPTV and fixed line telephone services. Until 18 September 2004,
Bharti provided fixed line telephony and broadband services under the Touchtel brand. Bharti now provides
all telecom services including fixed line services under the common brand Airtel. As of June 2019, Airtel
provides Telemedia services; in 99 cities.[74] As on 30 June 2019, Airtel had 2.342 million broadband
subscribers.
Airtel Broadband provides broadband and IPTV services. Airtel provides both capped as well as unlimited
download plans. However, Airtel's unlimited plans are subject to free usage policy (FUP), which reduces
speed after the customer crosses a certain data usage limit. In most of the plans, Airtel provides only
64KByte/second beyond FUP which is equal to other competitors' tariffs. The maximum speed available for
home users under the new V-Fiber program is up to 300Mbit/s and with DSL is 16Mbit/s.
Network
Airtel India owns spectrum in 850 MHz, 900 MHz, 1800 MHz, 2100 MHz and 2300 MHz bands across
the country.

On 30 November 2015, Airtel announced the launch of a network transformation programme called Project
Leap. Under the programme, the company will invest ₹60,000 crores over the next 3 years to upgrade its
network across India.
Overview
But first, the EDGE! Bharti Cellular is close to commercially launching its EDGE service in Delhi and
Mumbai by end May or early June, sources said. The company was the first to conduct field trials in
November with its equipment supplier Ericsson. Idea too held EDGE field trials in February this year with
its vendor Nokia. Vodafone and BPL are yet to hold the trials.

The two companies would eventually migrate to EDGE, but perhaps after seeing the response to Bharti’s
service. EDGE holds the promise of delivering data speeds of around 170- 180 kbps (as against the
theoretical speed of around 380 kbps) which, if achieved, promises the launch of many data applications.
The scalable cost of migrating from GPRS to EDGE is not too high and mainly comprises software
upgrades in case of a modern network such as Bharti and Hutch, claimed chairman of GSA India chapter
Rakesh Malik. Will GSM maintain its headstart? At the GSM Evolution Forum held in New Delhi, GSA
president Alan Hadden predicted that GSM growth will far outstrip CDMA as was happening globally. He
felt India could have as many as 200 million GSM subscribers by 2007-2008, up from nine million in
December 2004. According to GSA, there are over 1.1 billion GSM subscribers worldwide as against 250
million CDMA customers. The revenue of top 25 global operators from data averages 18 per cent and 22 of
these operators run GSM networks. Overall, there are 76 operators in 50 countries that have committed to
deploy EDGE.
Almost every country has a GSM-based network and even those US operators, which operated on now
defunct TDMA technology, were migrating gradually to GSM, not CDMA, pointed out Hadden at the GSM
Evolution Forum. The Forum is a global GSA program to assist the operators for evolution to third
generation (3G) technologies.
“People are using their phones for much more than voice. Fifteen networks have commercially launched
EDGE as it can run 3G like services in the existing spectrum for the operators without needing a 3G license.
Even the migration to a full-fledged3G level of Wideband CDMA (WCDMA) will be smooth with EDGE,”
said Hadden. “Besides, the automatic roaming provided by GSM networks in almost 200 countries is a
power that CDMA doesn’t give you. We know for sure that almost 20-25 per cent of the revenue for some
GSM operators comes from roaming customers,” he added. But CDMA is no pushover with Korea and
Philippines as the shining jewels in its crown.

The first CDMA 2000 1X was commercially deployed in October 2000. Already, 81 operators have
launched 77 CDMA 2000 1X networks whereas nine have launched services based on 1xEV-DO platform
across Asia, the Americas and Europe. At least, 16 new 1X and six 1xEV-DO networks are scheduled to be
deployed in 2004, according to CDMA Development Group. EV-DO and EV-DV are the next level of
evolution on the CDMA 2000 1X platform, capable of delivering services comparable to 3G WCDMA.
Where are the models?What will matter a lot in this war will be the availability of EDGE compliant handsets
at affordable rates.
While the two CDMA operators have been giving out handsets that can give hi-speed data transfer, same has
not been the case with GSM. Even now, GPRS handsets have not become commonplace and GPRS feature
is found only in mid and high-end segment handsets.
End sum game When the networks deploy EDGE, subscribers can expect the delivery of advanced mobile
services such as easy downloading of video and music clips, full multimedia messaging, besides highspeed
Internet and e-mail access, provided their handset supports all this. But the real cruncher will be the
migration at a later stage to 3G technologies such as WCDMA, EV-DO or EV-DA as and when the
government decides what to do with the 3G licences.
WCDMA for example promises delivery of a phenomenal 2 megabytes per second (mbps), equivalent to
what a leased line in many middle level corporates gives. More importantly, WCDMA will spawn a whole
new range of full motion audio-video applications, including video telephony. GSM lobby may continue to
remain gung ho over the future of their technologies over that boosted by the American firms Qualcomm and
Motorola, but Indian market could well throw an interesting scenario that industry experts will do well to
watch. In the coming months, Reliance plans to offer its CDMA subscribers much more than what GSM
players intend to deliver through their EDGE for their subscribers.

Who succeeds in this battle for mobile customer’s eyeballs is most difficult to predict. A Korea and Japan
may not be waiting to happen in India, but India will probably be more like the Chinese
market with both standards co-existing. For now, GSM rules!

MARKETING STRATEGY
Airtel is an Indian telecommunication company based in Delhi, India. It was founded in 1995 by Sunil
Bharti Mittal, who is a billionaire today. The company provides various kinds of mobile services in different
networks like 2g, 3g, 4g, and LTE. They also have broadband and voice services available in some countries. It
has become a global company now providing its services in around 20 countries including Africa, South Africa
and China.
Airtel has several subsidiaries like Airtel India, Airtel digital TV and Airtel Sri Lanka. It has a subscriber base
of around 275 million people across the globe. The company is expanding its services with time and shifting to

the latest technology with time to remain relevant and sustain its position as a market leader as it has a lot of
competition in the industry. It has a subscriber base of around 275 million people across the globe.
Now that we have a brief about the company, let us descend into the marketing mix of Airtel.

Marketing Mix of Airtel
A Marketing mix is an analytical tool under the marketing strategies of any company. It refers to tactics that
help a company in branding its products and services. It includes 7P’s which are product, price, place and
promotion. These are different attributes that help in determining the advertising tools of the company.
Let us understand it better by looking at the marketing mix of the Airtel company.

1. Product Strategy of Airtel
Airtel is one of the world’s largest mobile operators in terms of subscriber base and has a commercial presence
in 20 countries and the Channel Islands.
Following are products of Bharti Airtel:
 Airtel Prepaid
 Airtel Postpaid
 Blackberry Wireless Handheld
 Value-Added Services (VAS)
 Fixed-line and telephony
 Broadband and fixed-line internet services
 Digital television and IPTV

 DTH operator

They also provide several services which are as follows-

 Instant Balance Enquiry
 24Hr Recharge Facility

 Call divert, Call wait & Call Hold
 Multimedia messaging service (MMS)
 Airtel Live Portal
 SMS based Information Service
 Call line identification
We can see that Airtel has a very diverse and vast product portfolio which has helped it in gaining a huge
customer base and become a major player in the industry.

2. Price Strategy of Airtel
Airtel has a competitive-based pricing strategy, which is due to the strong competition in the telecom industry.
The prices are controlled by regulatory authorities so that fair charges are provided to people. The company
provides various packs with different offers in it to have something for every customer. The main aim of the
company is customer retention, due to tough competition Airtel focuses on making available some kind of pack
with suitable pricing for every customer so that it doesn’t lose customers. The company also uses bundle
pricing, having lower prices for combo packs, which makes the customer buy more.
Airtel has very low prices for its broadband section as well by which it has attracted a huge customer base to
avail different offers. The company frequently changes its prices because there is almost zero customer
retention in the industry.

3. Place and Distribution Strategy of Airtel
Airtel provides its services via distributors and retailers, which are the baseline of the system. It has its service
available at local stores, general stores, airtel stores and roadside stalls. The company also has an app and
website from which customers can easily avail the services without any hassle as it is very user-friendly.
They have a very intense network in which they try to cover the remotest area and make available their network
and services. Airtel is present in 20 different countries with its wide distribution network and it is planning to
expand further in coming years.

4. Promotion and Advertising Strategy of Airtel
5.
Airtel is a well-established and recognized brand in the telecom sector. Airtel organizes strong promotional
campaigns for its services including all media channels from TV, print, events, social media. The advertising
strategy of Airtel is very comprehensive and extensive. It has used all the big celebrities to endorse their
services like Shahrukh Khan, Sachin Tendulkar, Vidya Balan and several other stars. They have also organized
some unique and interesting marketing campaigns to target the youth audience and connect with the audience
like ‘Har Ek friend Zaroori hota he’ and ‘Jo Tera Hai Wo Mera Hai’, these campaigns have stayed with us till
today which proves the effectiveness of the company’s promotional mix.
Airtel has also got a good presence on social media platforms like Facebook, Twitter and has a significant
following on them, which the company uses for its service promotion and increasing its reach as a major
audience is present on these platforms. Airtel also engages in social topics and does Corporate Social
Responsibility activities like Education campaigns, girl child awareness campaigns.

6. People Strategy of Airtel
Airtel focuses on the teamwork approach for effective business strategies. It has got a huge employee base of
around 18k employees and they invest significantly in the training and development of the skills of its
employees. One of the major aims of the company is also to have a productive and healthy work environment.
Airtel has various departments of people like customer service teams, network operators, and local distributors.
The company also has talent programs for finding efficient individuals and turning them into successful
entrepreneurs, they believe and promote the idea of gender diversity and implement it in the organization. They
also provide many opportunities to employees to outgrow themself and they also reward and recognize their
employees’ talent.

7. Process Strategy of Airtel
Airtel has a very straight and streamlined process. The company provides different plans with various kinds of
offers in it, to help the customer find their relevant option. Any consumer who wants a new connection can
directly reach out to airtel stores or even local distributors, the company has a customer service department
through which any problem can be resolved within 24 hours. Recently, Airtel has also opened an “Open
Network program” through which a customer can check network strength and register any kind of complaint
easily to the company.
The company is continuously working towards transparency and customer satisfaction.

8. Physical Evidence Strategy of Airtel
Airtel retail stores and local stores act as the physical evidence for the company. The proper company-oriented
stores have trained employees to help customers with any problem they are facing and by recommending
correct plans for them accordingly. Airtel products like sim cards and set up boxes are properly designed and
are appealing to the customers. The company also has an app that helps customers avail any kind of service and
resolve the issues they are facing.
Jingles like “ Har Ek friend Jaruri Hota hai”, “Jo Tera hai, Wo Mera hai” for Gen Z have worked brilliantly for
them while taglines like “one-touch Internet” attract Gen X and elders.
Airtel has done several such campaigns with taglines like “Sab Kuch Karo, Fir Sahi Chuno”
The Smartphone that works, Indian’s first 4G network and #expressyourself; has proved their obsession to win
customers through an exceptional experience.
Famous personalities like Sachin Tendulkar, A R Rahman, Vidya Balan have also endorsed the brands earlier
which have built a positive image among the people.

Airtel follows a “matchbox strategy” with which it expands regularly in rural India.
The campaigns achieve their goals smartly by their dynamism, warm, friendly appeal; all the more it helps
them gain the trust of their customers. With their priority service as a part of platinum care, they have also
attracted hustlers who like hassle-free service.
Bharti Airtel’s new campaign named “Öpen to Question” highlights its aim to resolve queries of every single
customer, learn quickly from failures and ensure they don’t get repeated. With this Airtel has secured top
position on the ad diagnostics index.
Airtel has also introduced its banking in 2017 Airtel Payments Bank, India’s first payments bank aims to
take digital banking services to the unbanked over their mobile phones quickly and efficiently which
contributes to the Government’s vision of Digital India and Financial Inclusion. However, this is constrained
to only airtel users.
Airtel Company Analysis

After learning so much about Airtel, it’s time to analyse what we learned. The survey shows that Airtel is the
brand that cellular phone users have on top-of-their-mind recall and all these campaigns help airtel hold the
leadership positions in most markets.
Marketing strategy of Airtel Airtel Company Analysis

With its logo change and mega campaign of Rs.300 crore in 2010 it has repositioned itself as a young,
energetic and international brand. It has then taken on to become the torch-bearer of the telecom industry in
India. Airtel added over 3.67 million mobile subscribers in October which was a lot more when compared to its
competitors.
Airtel has been undertaking transformative initiatives that have the potential to make a positive impact on
society and contribute to development. Airtel has always focused on its social media marketing and it is evident
from its famous campaigns which got attention. The red colour indicates Airtel’s strong content and quick
response to the actions of its competitors on social media handles is something that makes it unique. Let’s have
a look at one of them –
Marketing-strategy-of-Airtel and Jio
This was in response to Jio’s announcement Interconnect Usage Charges (IUC) being levied when a Jio
customer makes a call to a non-Jio customer. Through its famous campaign “Sab Kuch Try Karo, Phir Sahi
Chuno” it tells people to first review the performance of every telecom operator and then choose one. It never
directly said to use Airtel. But it focussed on gaining the trust of its people by telling them to try first, then
decide. It also tried to establish a strong connection with the customers through the campaign #NetworkOfCare
for Airtel Delhi Half Marathon 2019.
A recently published report by Open Signal states that Airtel topped in gaming experience which was
prominently seen in the covid-19 lockdown. Airtel had a score of 55.6 of a total of 100 points. The higher the
score of the company the lower the connectivity issues. The company was ahead of its rivals in video
experience too.
Airtel Pain Points
As we saw before, Airtel suffers from a couple of issues from competitors to reducing market share. To
encapsulate what the company suffers from, we have done a pain point analysis.

In the year 2020, Airtel’s debt increased by about 1 trillion Indian rupees when compared with 2019 which is
again a threat to the company.
With strategic investments being made by Google and Facebook in Jio and telecom is one of the focus, there is
a threat that soon there will be a monopoly of Jio in the telecom sector.
Annual net profit declined for the last 2 years, however increasing revenue every quarter.
Airtel needs to work on its engagement rate on Facebook and YouTube.It is falling short with its competitors.
Although the company has worked immensely on Twitter, it has been in controversies due to several factors
including political, religious, and rivalry-clash.
Airtel Promotion & Advertising Strategy:

The promotional and advertising strategy in the Airtel marketing strategy is as follows:
Airtel is an established and well known brand in telecom sector. Airtel organizes a strong promotional
campaigns for its services utilizing all media channels from TV, print, events, social media etc. Hence the
promotion strategy in the marketing mix of Airtel is extremely comprehensive i.e. they do a 360 branding.
Airtel has used all the big celebrities to endorse their services like Shahrukh Khan, AR Rehman, Sachin
Tendulkar, Vidya Balan etc. Airtel has also organized some famous marketing campaigns to target youth
audience and build its brand like ‘Har Ek friend Zaroori hota he’ and ‘Jo Tera Hain Wo Mera Hain’. Airtel also
sponsors various events like Cricket matches, Grand Prix etc and organized events like Airtel Delhi Half
Marathon etc under their community development programme and brand promotion. Airtel has also got a good
presence on social media like Facebook, Twitter etc. Which it uses for its service promotion and solve queries
of customers. Airtel also engages in public relations like Education campaigns, girls child awareness campaigns
etc.
Since this is a service marketing brand, here are the other three Ps to make it the 7Ps marketing mix of Airtel.
People:
Airtel focuses on ‘Win with people’ approach for its effective business strategy. Airtel has got an employee
base of 18179 with a commendable employee engagement score of 79%. Airtel invests heavily in the training
and development of the skills of its employees. In 2016, Airtel invested 168 million to nurture talent within its
organization and build high performance culture. Airtel also focuses on developing a healthy work culture and
efficient functioning of its cross functional teams. Airtel’s Talent First Strategy focuses on building
entrepreneurship and leadership skills in employees. The people strategy in the marketing mix of Airtel focuses
on hiring the right talent, training them and rewarding them. Airtel also promotes gender diversity in its
organization by promoting women friendly working policies. Airtel promotes itself as a learning organization
where all employees follow a learning development plan based on their career aspiration. Airtel also gives
rewards and recognition to indentify and retain talent within organization.
Process:
Airtel process for providing service to its customer is very easy and streamlined. Airtel process focuses on
providing a reliable and responsive service to its customers. To get a plan or new connection the customers can
directly go to any Airtel’s service centres or contact the support service to activate/deactivate a plan. Airtel’s

customer can get their queries resolved 24*7 by contacting the customer support number from anywhere across
India. Airtel also opened India’s first Open network initiative under Project Leap that displays network strength
across India. This transparent policy allows customer to check network strength and coverage and report any
issue easily. Airtel also allow its customer easily to identify various plans and pick the most suitable plan.
Airtel customers are free to evaluate the services and then can carry on or switch to a different brand using
number portability. Airtel focuses on delivering optimal services without loss of quality through their
commitment towards its customers.
Physical Evidence:
Airtel retail outlet and relationship centres serves as a service point to its customers. The Company-Owned-
Company-Operated Airtel stores try to serve its customer in the best possible way by providing a one stop
solution for all customer needs like instant connection, dongle and broadband connection etc. These stores
provide a superior customer experience with excellent look and feel of all the outlets and convenient location
within any city. Airtel products like sim card cover and recharge vouchers are beautifully designed to appeal to
the customer. Airtel provides its digital TV services through its set top boxes which are easy to configure and
use. All these products acts as a differentiating factor for Airtel service marketing. Hence, all these help in
summarizing the marketing mix of Airtel.
About Bharti Airtel:

Airtel is an Indian based global telecom service company with headquarter at New Delhi, India. Bharti Airtel
was founded by Sunil Bharti Mittal in the year 1995. Initially Bharti Cellular Limited started providing services
from Delhi when under the brand name ‘Airtel’ and gradually this brand has grown to be the largest mobile
network provider in India and fourth largest network provider globally in terms of subscriber base. Currently
Airtel has its global presence operating in 20 countries covering Asia and Africa.
Airtel is known for its innovative business process of outsourcing all non-core operations like network planning
and IT services to third parties and focusing only on its core operation of finance ,sales and marketing.
Airtel Price/Pricing Strategy
Below is the pricing strategy in Airtel marketing strategy:

Airtel follows a competitive pricing strategy because of the huge competition in telecom segment in India
from competitors like Reliance Jio, Vodafone etc.
The pricing strategies of all telecom companies are monitored by Telecom Regulation Authority of India to
ensure fair prices are being charged to all customers. Hence, despite regulation, the most important aspect in
the pricing strategy in the marketing mix of Airtel is based on competitive pricing strategy. Airtel provides
flexibility to its customer to choose and customize their plan according to their preference and pay tariff
according to chosen pack (eg. MyPlan service to customer to choose their plan and pay price accordingly).
The aim of Airtel’s pricing strategy is customer retention by providing them with combo offers to boost
revenue. Airtel pricing strategies in broadband segment is also of very low cost and attracts huge customer
base to avail affordable plans. Airtel faces tough competition in terms of price war with other telecom
companies like Reliance Jio and the customer loyalty for any telecom company is nearly zero and entirely
dependent on price of services, so Airtel offers its basic product like call, data, SMS and other value added
services at a cheap rate

With over 9 million tests each day, Speedtest has the most comprehensive view of worldwide internet
performance. We have worked diligently to devise the most accurate method for determining the fastest ISPs
and mobile networks around the world. The purpose of this document is to outline the methodology used for
our Speedtest Intelligence product.

We believe we have constructed an unbiased and equitable approach that ensures stable results, controls for
extraneous variables, and ensures every internet user gets a fair number of “votes”. 2. Methodology
Overview In general, our methodology across platforms (web, mobile, etc.) flows as follows : A. Raw Test
Data These are raw test results taken by Speedtest users from individual platforms. Two platforms are
currently represented in our raw test results: Broadband and Mobile. Broadband Broadband results from ISPs
include any result taken on Speedtest.net, from any supported browsing technology and/or operating system.
Each broadband result comes parceled with data covering several categories of interest for constructing
samples for the Awards rankings and Speedtest Intelligence metrics, such as IP addresses, GeoIP
Information, download speed, upload speed, and latency, among others. We combine Google Maps,
Maxmind, and an internal GeoIP system to select the most accurate location based on the IP address a test
was taken from. GeoIP systems have wide use specifically for this purpose.
Our use of three parallel systems ensures as accurate of a location fix as is currently possible. Mobile
Mobile results include Android and iOS results taken on their respective Speedtest application. Each mobile
result comes parceled with data covering several categories of interest for constructing samples for the
Awards rankings and Speedtest Intelligence metrics, such as 1 MNC/MCC codes, GPS location, IP
addresses, connection types, download speed, upload speed, and latency, among others. We rely mostly on
GPS coordinates to get a latitude and longitude coordinate for a device at the time a test was taken. However,
when required, we fall back on GeoIP systems. An example of this would be when a user disables location
services. To match with a location identifier (city, region, etc.), we do a reverse-lookup using great-circle
distance as our measure of distance.
B. Sample Construction “Sample Construction” enables us to create standardized data points that can be
used for further statistical analysis. In general, the goal in creating samples is to reduce the effect of
extraneous variables, and ensure every user gets fair representation in the final analysis, as well as to prevent
gaming of our ranking systems. Without a sample process, for example, a power user that takes 100 times as
many tests as a casual user would have their correlated speeds weighted higher in many of our final
aggregates.
There are many ways to create samples given our data, however we employ a method we believe is the most
representative of what speeds each user would experience on a day-to-day basis. We apply several filters to
ensure the raw data is clean, including filtering out “spoofed” web results or removing mobile results with
different pre- and post-test connection types. Then we remove unwanted data dependencies, which limits the
effect of extraneous variables, and ensures each user gets fair and relatively equal representation in the data.
A single “user-sample” is constructed straight from a database table containing raw test results by using a
query language. Each sample is considered one group. In practice we are producing user-samples defined as
“mean speed for User X per day using provider Y in location Z.” The location could be a city, region, or
country. That means we combine our data by several key identifiers and produce a few metrics that are
aggregate values, such as the mean download speed, or mean upload speed for those key identifiers. The
main difference between a mobile user-sample, and a broadband user-sample is in how we determine the
user identifier on each platform. Additionally, mobile platforms report their connection technology whereas
this must be inferred or surveyed on for broadband results. All other sample fields are the same or very
similar (e.g. mobile provider ID vs. broadband provider ID).
A mobile user’s test would have the user identifier determined by the unique device identifier. A broadband
user’s test would utilize a combination of the IP-address and the session identifier. Session identifiers for
users who log in to Speedtest.net are always the same. 2 C. Aggregation The aggregation step occurs after
the user-samples are constructed, and involves creating data subsets and computing various statistics on
these subsets that can be used for tracking progress or comparing providers and/or locations to one another.
The thresholding and statistics used are designed to capture some attribute or information that can be used
for comparing these data subsets to one another in a user-friendly fashion.

A “host distance” filter is applied to the user-samples before computing most of our statistics. This is used in
order to prevent sabotage of competing provider rankings, as well as to control for lower speeds achieved by
users that tend to test frequently over longer distances. From our mobile samples, we compute the 95th
percentile “Average Distance to the Host” from our user-sample data, for each country, for the time period
being analyzed. This is then used as a “host distance” threshold for user-samples from that country before
aggregation can commence. In practice this removes ~5% of samples from the data set while giving an
equitable boost to metrics for each provider.
For broadband user-samples, the same methodology is followed with the exception that the 90th percentile
“host distance” is used in the calculation. Note that this threshold is applied to the samples using the
“average distance to the host” field, rather than on individual tests. By design, it’s possible for users to test
to far away hosts and still have their user-samples pass through the threshold so long as they don’t test to far
away hosts too often in a single day. The host-distance threshold is never less than 100 km, and the
maximum allowable host-distance threshold is 2000 km. Otherwise, the 95th and 90th percentiles are used
respectively so long as they fall between those bounds for the country and time period of interest.
We aggregate the samples by time frame, provider and location into statistics that best allow us to evaluate
markets and providers. Provider and Location Provider information is available on a city, region and country
level and allows the providers to compare their performance with their competitors in each location subset.
Additionally, we are able to analyze the performance information of a given city, region, and/or country,
without consideration to individual provider performance. For these aggregates, we use location information
without showing a specific provider and compute the aggregates based on that location. This is useful for
comparing the speeds an average user achieves location-to-location.

3 Modern Devices For mobile results, outside of technology types used to identify the mobile connection, we
have created a special mobile market type called “Modern Devices” to aid in analysis of mobile user’s
typical speeds--those achieved most commonly throughout a country. This market type includes all cellular
tests, regardless of connection technology used, as long as they were taken on devices that are identified as
being capable of achieving the fastest speeds commonly-available in the country in question. The definition
of “Modern-Market type” changes country to country.
What is considered modern in some countries may not be available in less developed countries. We have an
automated mechanism to determine modern-device classification requirements on a country by country
basis. For highly-developed countries a “Modern-Device” is likely to be synonymous with “LTE-capable”,
however in less developed countries it’s possible that 3G or even 2G are the most modern technology
categories available to their consumers. In practice, this market type is a subset of all mobile technology
types. However, we do not include samples from device-versions that are considered out-of-date, or
incapable of connecting to the fastest commonly-available networks within a country.
D. Awards For awards, we review and categorize every ISP and carrier that appears in the Speedtest
Intelligence data to ensure that they are still active in the marketplace, and offer residential services with
access to internet for end users. We require that a provider remain an individual entity during the entire
award period. If two providers merge, or one is acquired, we will combine the test results of these providers
moving forward from the merger/acquisition date. Our requirement here may disqualify any absorbed
providers from receiving an award, however the parent provider would not have any such restrictions and in
fact a merger/acquisition could push the parent provider upwards in ranking. In addition, we require
providers receiving awards to have “Top Provider” status, meaning they have a significant share of users (at
least 3% of total samples) in their respective market. Finally, we also determine whether there are any ties
between providers in a market to ensure that we are determining clear winners based on what would be a
material difference in service to the end user.
Fastest ISP It is common for ISPs to offer multiple subscription plans to consumers at different price points,
each resulting in a different level of performance. The goal of the Speedtest Award is to determine the fastest
ISP regardless of actual consumer subscription tier.
To achieve that top-level view, the Speedtest Award determination is made by analyzing the fastest
generally-available speeds by each provider. We use the 90th percentile download performance 4 for each
ISP’s Speedtest results to represent the experience of consumers who are subscribed to the fastest service
tiers available from a given provider. Fastest Mobile Network Performance on mobile networks is generally
not tied to a specific subscription plan as compared to fixed ISPs. Mobile networks are impacted by the
devices that individual consumers use, with many older devices only being able to connect to older, slower
technologies such as 2G and 3G. To determine the Speedtest Award for mobile networks, we use only results
taken from “modern devices” capable of connecting to the market’s fastest, generally available technology.
As a result, Speedtest Awards for a mobile network are calculated using average download speeds achieved
on modern devices. The results include all tests taken from modern devices, regardless of the actual
connection technology used during a test. This methodology also provides a view of overall network
performance across an entire award geography, not simply the performance in highly-developed areas.

DATA ANALYSIS AND INTERPRETATION
Data Analysis and Interpretation
A) AVAILLIBILITY & VISIBILITY SURVEY-VODAFONE

(MAHARASHTRA-GOA CIRCLE)
1) Glow Sign board on the front face of shop?
Operator No Of shops Percentage

Vodafone 240 20%
Airtel 240 27%
Idea 240 28%
Uninor 240 15%
Others 240 10%
2) Which operator has best visibility from outside the shop?
Operator No Of shops Percentage

Vodafone 240 65
Airtel 240 62
Idea 240 68
Uninor 240 40
Others 240 2
3) Which operator has best visibility from inside the shop?
Marks Vodafone Airtel Idea Uninor Others

5 65 70 63 40 2
4 75 50 53 57 5
3 52 58 55 70 5
2 30 48 39 40 83
1 18 14 30 33 145

Growth:
2) Please provide the below details for the operators mentioned. Answer is Yes/No
Parameter Vodafone Airtel Idea Uninor

Yes No Yes No Yes No Yes No
Merchandiser visit
DSE carries enough Stock
Distributor speaks with you secondary
Distributors offers credit
Easy availability of company staff for any
stock support
Sufficient POSM material
DSE informs about new product
A. Merchandiser Visit
B. DSE carries enough Stock:
C. Distributor speaks with you secondary:

D. Distributors offers credit:
1) Positive about the below operators regarding their network to customers visiting your shop?
Operator Yes No
Vodafone 232 97% 8 8%
Airtel 180 75% 60 60%
Idea 235 98% 5 5%
Uninor 198 83% 42 42%
2) Do you tell anything positive about the below operators regarding their Service to customers visiting your shop?
Operator Yes No
Vodafone 197 82% 43 18%
Airtel 224 93% 16 7%
Idea 230 96% 10 4%
Uninor 218 91% 22 9%

3) Please rate your feedback about the product offering for each of the operators given below.
Operator 5 4 3 2 1
Vodafone 10 4% 5 2% 90 37% 138 57% 0 0%
Airtel 90 37% 120 50% 29 12% 1 0% 0 0%
Idea 30 13% 35 15% 112 47% 63 26% 0 0%
Uninor 110 46% 80 33% 9 4% 41 17% 0 0%
4) Please rate your feedback about the commission offering for each of the operators given below.
Operator 5 4 3 2 1
Vodafone 110 46% 108 45% 22 9% 0 0% 0 0%
Airtel 120 50% 115 48% 5 2% 0 0% 0 0%
Idea 112 47% 106 44% 22 9% 0 0% 0 0%
Uninor 130 54% 100 41% 10 4% 0 0% 0 0%

5) Please rate your feedback about the service provided by DSE(Direct Sales Executive) for each of the operators
given below.
Operator 5 4 3 2 1
Vodafone 170 71% 30 12% 0 0% 0 0% 40 1%
Airtel 195 81% 35 15% 10 4% 0 0% 0 17%
Idea 182 76% 45 19% 8 3% 5 2% 0 0%
Uninor 198 83% 20 8% 20 8% 2 1% 0 0%
6) Please rate your feedback about the service provided by Company Sales Executive for each of the operators
given below.
Operator 5 4 3 2 1
Vodafone 160 66% 55 23% 18 08% 7 3% 0 0%
Airtel 180 75% 28 12% 25 10% 7 3% 0 0%
Idea 130 54% 57 24% 35 14% 18 8% 0 0%
Uninor 195 81% 26 11% 19 8% 0 0% 0 0%

7) Please rank below operators in view of the priority which you will pitch the products to an incoming customer.
Operator 5 4 3 2 1
Vodafone 42 17% 47 19% 77 32% 66 28% 8 3%
Airtel 78 33% 65 27% 46 19% 53 22% 8 3%
Idea 48 20% 46 19% 83 35% 57 24% 5 3%
Uninor 72 30% 82 34% 34 14% 47 19% 5 2%
8) What is the frequency of servicing of the DSE at your shop for Stocks?
Operator Daily Alternate day Once in 3 days Very irregular
Vodafone 172 72% 40 17% 20 8% 8 3%
Airtel 200 83% 32 13% 8 3% 0 0%
Idea 196 82% 35 15% 9 4% 0 0%
Uninor 187 78% 38 16% 13 5% 0 0%

9) What is the frequency of servicing of the Company employee at your shop for Servicing?
Days Vodafone Airtel Idea Uninor
Twice a Month 130 54% 150 63% 125 52% 160 67%
Once a Month 80 33% 73 30% 60 25% 65 27%
Once in 2 Months 23 10% 14 6% 10 4% 15 6%
Never Visited 7 3% 3 1% 45 19% 0 0%
10) Which among these operators provides the fastest SIM activation customer>(Please rank accordingly).
Operator Rank
Vodafone
Airtel
Idea
Uninor
11) How would you grade your satisfaction on the below points on the scale of 1 to 5(5 being the best).
Parameters Vodafone Airtel Idea Uninor
Timeliness of the info being shared
Politeness of the DSE
Service of the company Employee
Easy availability of the company staff for
any support
Frequency of POSM availability
Adequacy of stocks availability
Sensitivity of company employees to your
issues
Knowledge and hence support provided by
company employee
Overall personality of company employee
a) Timeliness Of the Information Being shared:

Operator 5 4 3 2 1
Vodafone 148 62% 68 28% 24 10% 0 0% 0 0%
Airtel 168 70% 59 25% 13 5% 0 0% 0 0%
Idea 153 63% 66 28% 20 8% 1 1% 0 0%
Uninor 179 75% 49 20% 12 5% 0 0% 0 0%

b) Politeness Of DSE:
Operator 5 4 3 2 1
Vodafone 180 75% 48 20% 12 5% 0 0% 0 0%
Airtel 188 78% 52 22% 0 0% 0 0% 0 0%
Idea 183 76% 57 24% 0 0% 0 0% 0 0%
Uninor 190 79% 45 19% 0 0% 0 0% 0 0%
c) Politeness Of Company Employee:

Operator 5 4 3 2 1
Vodafone 208 86% 30 12% 2 1% 0 0% 0 0%
Airtel 192 80% 40 18% 8 3% 0 0% 0 0%
Idea 188 78% 43 17% 9 4% 0 0% 0 0%
Uninor 210 88% 30 13% 0 0% 0 0% 0 0%

d) Service Provided By DSE:
Operator 5 4 3 2 1
Vodafone 150 63% 0 0%
Airtel 183 76% 0 0%
Idea 175 73% 0 0%
Uninor 200 83% 0 0%
e) Easy Availability Of Company Staff For any support:

Operator 5 4 3 2 1
Vodafone 0 0% 0 0%
Airtel 0 0% 0 0%
Idea 0 0% 0 0%
Uninor 0 0% 0 0%

f) Frequency Of POSM:
Operator 5 4 3 2 1
Vodafone 0 0% 0 0%
Airtel 0 0% 0 0%
Idea 0 0% 0 0%
Uninor 0 0% 0 0%
g) Adequacy Of Stock Availability:

Operator 5 4 3 2 1
Vodafone 0 0% 0 0%
Airtel 0 0% 0 0%
Idea 0 0% 0 0%
Uninor 0 0% 0 0%

h) Sensitivity Of company Employee to your issues:
Operator 5 4 3 2 1
Vodafone 0 0%
Airtel 0 0%
Idea 0 0%
Uninor 0 0%

Adoption of Indian Accounting Standards (IndAS) 116 ‘Leases’ w.e.f. April 01, 2019 The Ministry of
Corporate Affairs (MCA) issued the Companies (Indian Accounting Standards) Amendment Rules,
2019 on March 30, 2019 notifying the leasing standard IndAS 116 ‘Leases’, which replaces the
existing standard (IndAS 17). IndAS 116 is applicable to Companies from financial year beginning
on or after April 01, 2019. The Company’s financial results presented in this report for the year
ended March 31, 2020 are in accordance with the new leasing standard IndAS 116. This standard is
adopted in full form IFRS 16 without any carve out and will make the financials of Indian
companies comparable with global peers. Under the earlier standard IndAS 17, operating leases
were treated as revenue expenses whereas the finance leases were capitalized and amortized over
the period of the lease with corresponding liabilities recorded as finance lease obligation. The
Company’s consolidated revenues stood at H 875,390 Mn for the year ended March 31, 2020, as
compared to H 807,802 Mn in the previous year, an increase of 8% (an increase of 11% on an
underlying# basis).
The revenues for India and South Asia (H 643,598 Mn for the year ended March 31, 2020)
represented a growth of 7% compared to that of previous year (growth of 10% on an underlying
basis). The revenues across 14 countries of Africa, in constant currency terms, grew by 14%.
The Company incurred operating expenditure (excluding access charges, cost of goods sold, license
fees and CSR costs) of H 314,670 Mn representing a decrease of 16% over the previous year.
Consolidated EBITDA at H 371,053 Mn increased by 41% over the previous year. The company’s
EBITDA margin for the year increased to 42.4% as compared to 32.5% in the previous year.
Depreciation and amortization costs for the year were higher by 29.7% to H 276,893 Mn.
Consequently, EBIT for the year at H 92,447 Mn increased by 94.1% resulting in margin of 10.6%
vis-à-vis 5.9% in the previous year. The cash profits from operations (before derivative and
exchange fluctuations) for year ended March 31, 2020 was H 254,951 Mn vis-à-vis H 167,777 Mn
in the previous year. Net finance costs at H 123,819 Mn were higher by H 27,926 Mn compared to
previous year mainly due to higher interest on lease obligation due to adoption of Ind AS 116 and
higher forex losses during the year.
Consequently, the consolidated loss before taxes and exceptional items at H 26,121 Mn compared to
loss of H 46,606 Mn for the previous year. The consolidated income tax expense (after the impact
on exceptional items) for the full year ending March 31, 2020 was (negative) H 121,823 Mn,
compared to (negative) H 34,193 Mn for the previous year.

The underlying effective tax rate in India for the period was at 35.3% vs 34.9% for the full year ended
March 31, 2019. Exceptional items during the year accounted for impact of H 288,123 Mn (net of
tax). Exceptional items hits majorly comprises of charge on account of license fees and SUC
including interest there on (AGR matter), accelerated depreciation on 3G network
equipment/operating costs on network re-farming and up-gradation program, hit pertaining to
customary indemnities to a clutch of investors of Airtel Africa plc, charge on account of re-
assessment of regulatory cost based on a recent judgment on an OTSC related matter. After
accounting for exceptional items, the resultant consolidated net loss for the year ended March 31,
2020 came in at H 321,832 Mn as compared to net income of H 4,095 Mn in the previous year. The
capital expenditure for the full year was H 253,586 Mn (USD 3.6 Bn) as compared to H 287,427
Mn in the previous year (a decrease of 11.8%). Return on Capital Employed (ROCE) has declined
to (negative) 9.8% from 5.2% in the previous year. The following table shows a summary of sector
specific key.
Table 4.1 showing gender classification

GENDER NO. OF RESPONDENTS PERCENTAGE OF RESPONDENTS AIRTEL JIO AIRTEL
JIO Male 11 15 44% 60% Female 14 10 56% 40% Total 25 25 100% 100% (source: survey data)
The above table shows that among 25 Airtel respondents, 44% are male and 56% are female and
among 25 Jio respondents, 60% are male and 40% are female.
The above table shows that among 25 Airtel respondents, 44% are male and 56% are female and
among 25 Jio respondents, 60% are male and 40% are female.

The above table shows that among 25 Airtel respondents, 12% are highly satisfied and 52% are satisfied
while 32% feel it is average and 4% are not satisfied with the overall performance. Among 25 respondents of
Jio, 4% are highly satisfied and 64 % are satisfied while 28% feel it is average and 4% are not satisfied with
overall performance
The above table shows that among 25 Airtel respondents, 4% would always, 24% most likely, 48% likely,
12% rarely and 12% would never suggest Airtel to friends. Among 25 Jio respondents, 12% would always,
44% most likely,20% likely, 20% rarely and 4% would never suggest Jio to friends.

FINDINGS, SUGGESTIONS, RECOMMENDATIONS AND CONCLUSION
FINDINGS
 According to this study india mobile service provider are of belief that india is
potentially one of the most exciting mobile service provider in the world,
whereas some of them do not agree to this view
 As according to the survey indian mobile service provider find that the
government telecom policy has had the most radical impact on the development
of mobile service providers, whereas some of them deny this.
 As according to most of interviewed people in the mobile service provider are
of belief that one of the challenges facing mobile operation in india is the
diversify of the coverage regions , whereas interestingly another small group of
them deny this.
 Most respondents are of the belief that mobile service providers comes close to
fulfilling the requirement for a personal communication system , whereas minor
group of them are in no way to this belief
 Majority of respondents find that mobile service provider as the most exciting
and satisfying mobile standard, whereas the remaining some respondent deny
this
 A major group of respondents are of the belief that their service provider have
a genuine commitment to creating a modern and efficient communication
whereas the remaining respondents deny this.
RECOMMENDATION
On the basis of the primary research and secondary research, the following
recommendations can be concluded.
 Lowering the tariff plans of service provider will increase more
competition
 Bringing more up gradation in VAS for the betterment of the users
 Improvement of network infrastructure in both urban and rural areas
 Companies can provide new and different schemes to their customer
After talking to customer care executives of telecom sector, the following
recommendation can be concluded as a part of their strategies foe acquiring or
retaining new customer
 The telecom operation should take less time for the solving customer’s
queries
 Majority of the operators focus on the special occasions to launch new
schemes but they can also launch scheme’s on weekly or monthly basis to
attract customers
 They should also focus on new technologies like 4G

 They should also focus on pilot project before launching a product,
especially in case of rural areas
CONCLUSION
Indian has one of the worlds largest telecommunication network. The telecom
story continues to be the best evidence of the efficacy of the reform process. In
just six years, the number of mobile subscribers has gone up from just about one
million to 100 million, a subscriber base that only four other countries china, us,
japan . none can doubt the correlation between this explosive growth in number
and the steep decline in the cost of the mobile phone and of its usage.
After analysing the finding of the research, it can conclude that airtel is the leader
in customer service and availability. The maximum no. of people who use the
mobile is in the age group of 20 to 28. Prepaid is popular type of mobile
connections as they are consumer friendly and recharging the connection is not a
problem. People do not prefer post-paid because of billing problem
Maximum no. of people spends more than Rs 500 on their connections.
As Airtel is the only company having the maximum no if mobile connections so it must
seriously look into loop holes of the existing customer service department
We can say that in spite of so many competitors in the market Airtel is having a
good position just because every time, it tries its best to understand the need of
its important customers.

BIBLIOGRAPHY
BIBLIOGRAPHY

 Websites
1. www.airtel.in
2. www.dot.gov.in
3. www.wikipedia.org
 Newspapers
 Ariticles

QUESTIONNAIRE
QUESTIONNAIRE
1. What is your opinion on signalling at your area?

o Good signal
o Bad signal

2. What is your opinion on customer care service?
o Satisfied
o Not satisfied
o Never used
3. What is the opinion on customer care employee’s response to

customers questions ?
o Good response
o Bad response
4. Which type of connections do you use?

o Prepaid
o Post-paid
5. Whose service are you rendering now?

o Airtel
o Others
6. How long have you been using this connections of your service
provider?
o Less than 3 months
o 6-12 months
o 3-6 months
o 1-2 years
o More than 3 years
7. What are the key factirs for your association with current cellular
service provider?
o Awareness og the service provider
o Friends recommended
o Retailer influenced
o Other reasons
8. How do you find the behaviour of customer care executive of your

service provider?
o Professional & prompt
o Not responding
o Warm & helpful
o Lazy & slow

9. What kind of expectations do you have from your service provider?
o Cheap SMS
o Cheap roaming charges
o Improved services
o Good network
o Cheap call rate
10.Rate your satisfaction level with your service provider?

o Very good
o Good
o Satisfied
o Bad
o Very bad
11.How much do you spend per month on your mobile connection?

o 100
o 200
o 500
o 500& above
12.Given a choice with some number, which service provider will you
select?
o Tata docomo
o BSNL
o Jio
o Vodafone
13.How do you find STD rate of your service provider?

o Costly
o Affordable
o Economical
14.Do you find availability of network of your service provider at

following area?
o Remore area
o Hill station
o Outskirt
15.What are the different schemes provided by your service provider?

o SMS
o Talk time
o Festival schemes
o Others
16.How long do you have to wait in customer care?

o Up to 1 minute
o 2 minutes
o 3-5 minutes
o 6-10 minutes
17.Are you aware of 4G technology?

o Yes
o No

Indian retail market:

A spice market
Checkout lanes, organised retail in Malad, Mumbai.
Modern retail format:

Modern Retail
Country
(in 2011, % of total)
India 7%
China 20%
Thailand 40%
United States 85%
Indian market has high complexities in terms of a wide geographic spread and distinct consumer
preferences varying by each region necessitating a need for localization even within the geographic
zones. India has highest number of outlets per person (7 per thousand) Indian retail space per capita at
2 sq ft (0.19 m2)/ person is lowest in the world Indian retail density of 6 percent is highest in the world.
[39]
1.8 million households in India have an annual income of over ₹4.5 million (US$63,090.00).
The organised retail market has a share of 8% as per 2012.[41] While India presents a large
market opportunity given the number and increasing purchasing power of consumers, there are
significant challenges as well given that over 90% of trade is conducted through independent local
stores. Challenges include: Geographically dispersed population, small ticket sizes, complex
distribution network, little use of IT systems, limitations of mass media and existence of counterfeit
goods.
A number of merger and acquisitions have begun in Indian retail market. PWC estimates the
multi-brand retail market to grow to $220 billion by 2020.
Indian retailers:
A 2012 PWC report states that modern retailing has a 5% market share in India with about $27
billion in sales, and is growing at 15 to 20% per year.

There are many modern retail format and mall companies in India. Some examples are in the
following table.
Indian Retail
Market Reach in 2011 and Notes[43]
Group
Pantaloon Retail 65 stores and 21 factory outlets in 35 cities, 2 million square feet space
Shoppers Stop 51 stores in 23 cities, 3.2 million square feet space
Spencers Retail 200 stores in 45 cities, 1 million square feet space
708 mart and supermarkets, 20 wholesale stores in 15 cities, 508 fashion and
Reliance Retail lifestyle
₹1,206 crore (US$170 million) per month sales in 2013[44]
Bharti Retail 74 Easyday stores, plans to add 10 million square feet by 2017
Birla More 575 stores nationwide
Tata Trent 129 Westside mall stores, 13 hypermarkets
Lifestyle Retail 15 lifestyle stores, 8 home centers
193 stores in 3 cities,[45] one of three largest supermarkets retailer in India by

Future Group sales
₹916 crore (US$130 million) per month sales in 2013
EAST POINT COLLEGE An organised retail store in Ahmedabad (ca. 2009) Page 97
56 stores in 7 states
Customers insi
Nysaa Retail Pvt Ltd
Challenges:
A McKinsey study claims retail productivity in India is very low compared to international peer
measures. For example, the labour productivity in Indian retail was just 6% of the labour productivity in
United States in 2010. India's labour productivity in food retailing is about 5% compared to Brazil's
14%; while India's labour productivity in non-food retailing is about 8% compared to Poland's 25%.
Total retail employment in India, both organised and unorganised, account for about 6% of
Indian labour work force currently - most of which is unorganised. This about a third of levels in United
States and Europe; and about half of levels in other emerging economies. A complete expansion of
retail sector to levels and productivity similar to other emerging economies and developed economies
such as the United States would create over 50 million jobs in India. Training and development of
labour and management for higher retail productivity is expected to be a challenge.
In November 2011, the Indian government announced relaxation of some rules and the opening
of retail market to competition.
India retail reforms:

Until 2011, Indian central government denied foreign direct investment (FDI) in multi-brand
Indian retail, forbidding foreign groups from any ownership in supermarkets, convenience stores or any
retail outlets, to sell multiple products from different brands directly to Indian consumers..
The government of Manmohan Singh, prime minister, announced on 24 November 2011 the following:
India will allow foreign groups to own up to 51 per cent in "multi-brand retailers", as supermarkets
are known in India, in the most radical pro-liberalisation reform passed by an Indian cabinet in years;
 Single brand retailers, such as Apple and Ikea, can own 100 percent of their Indian stores, up from
the previous cap of 51 percent;
 Both multi-brand and single brand stores in India will have to source nearly a third of their goods
from small and medium-sized Indian suppliers;
 All multi-brand and single brand stores in India must confine their operations to 53-odd cities with a
population over one million, out of some 7935 towns and cities in India. It is expected that these
stores will now have full access to over 200 million urban consumers in India;
 Multi-brand retailers must have a minimum investment of US$100 million with at least half of the
amount invested in back end infrastructure, including cold chains, refrigeration, transportation,
packing, sorting and processing to considerably reduce the post harvest losses and bring
remunerative prices to farmers;
 The opening of retail competition will be within India's federal structure of government. In other
words, the policy is an enabling legal framework for India. The states of India have the prerogative
to accept it and implement it, or they can decide to not implement it if they so choose. Actual
implementation of policy will be within the parameters of state laws and regulations.
The opening of retail industry to global competition is expected to spur a retail rush to India. It has
the potential to transform not only the retailing landscape but also the nation's ailing infrastructure.
A Wall Street Journal article claims that fresh investments in Indian organised retail will generate
10 million new jobs between 2012–2014, and about five to six million of them in logistics alone; even
though the retail market is being opened to just 53 cities out of about 8000 towns and cities in India.

CHAPTER-1(B)
COMPANY PROFILE
INTRODUCTION
 The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is

India‟s largest private sector enterprise, with business in the energy and materials value chain.
Group‟s annual revenues are in excess of U$$ 66 billion. The flagship company, Reliance
Industries Limited, is a Fortune Global 500 company and is the largest private sector company
in India.

 Backward vertical integration has been comerstone of the evolution and growth of Reliance.
Starting with textiles in the seventies. Reliance pursued a strategy of backward vertical
integration – in polyester, fiber intermediates, plastics, petrochemicals, petroleum refining and
oil and gas exploration and production – to be fully integrated along the materials and energy
value chain.
 The group activities span exploration and production of oil and gas, petroleum refining and
marketing, petrochemicals, textiles, retail, infotel and special economic zones.
 Reliance enjoys global leadership in its business, being the largest polyster yarn and fiber
producer in the world and among the top five to ten producers in the world in major
petrochemical products.
 Major Group Companies are Reliance Industries Limited, including its subsidiaries
and Reliance Industrial Infrastructure Limited.
COMPANY PROFILE
Reliance in Retail:
 Reliance Retail (RRL) is a subsidiary of Reliance industries limited, which is based

in Mumbai. RRL was set up in 2006 and marks the foray of the Reliance Group into
organised retail.
 RRL has been conceptualized to include growth for farmers, vendor partners, small
shopkeepers and consumers. It is based on Reliance‟s backward integration strategy, to
build value chain starting from framers to consumers.
Business Division:
Reliance Retail Ltd has a number of company-owned outlets along with a franchisee format that
would be in collaboration with Kirana shop owners. Its various divisions are:
1. Reliance Mart:
It is designed to be an all under one roof supermarket that again caters to household needs.

2. Reliance Fresh:
It was the first amongst various format stores to be launched by Reliance Retail Ltd. The
ideology behind the initiative has been to bring “Farm to fork” thereby removing middle
men and benefitting both farmer and consumer. The stores would typically be of an area of
around 3,000-5,000 sq ft. Each store is to provide fresh fruits, vegetables and also products
of Reliance select and other related groceries.
3. Reliance Super:
It will be a smaller version of the hypermarket format. It is to offer over 10,000 products in
various categories like grocery, home care, stationery, pharmaceutical products apparels &
accessories. FMCG, Consumer durables & IT, automotive accessories and lifestyle products.
Reliance Super stores are to be large supermarkets with an area of 4,000 to 10,000 sq ft. And
will not sell fruits and vegetables like Reliance Fresh.
4. Reliance Digital:
It is a consumer electronics concept mega store. It is designed to be a one stop shop for
all technology solutions in the field of consumer electronics, home appliances, information
technology and telecommunications.
 The stores are to cover an area of more than 15,000 sq ft and offer a variety of over
4,000 products spread across 150 brands along with solution bundles to meet diverse
customer needs. The staff will counsel and guide customers not only to buy products but
also provide complete solutions to ensure consumers buy the right product at the right
price.
5. Reliance Footprint:
• It is a specialty footwear store that would offer over 25,000 pairs of formal, casual,
ethnic, party wear and sportswear in men, women and children footwear. The store is to be

spread over 7,500 square feet and be dedicated to footwear, handbags and accessories.
 The design of footprint was conceptualized by Pavlik of USA which is one of the best
design house in the world keeping in mind the taste and preferences of the Indian
consumer. It shall offer brands from Europe and America like Josef Siebel, Rockport,
Hush puppies, Lee Cooper Clarks, Levis, Nike, Adidas, and more. For kids, Cross and
Disney will be showcased.
6. Reliance Jewels:
It is a stand-alone fine jewellery format. It is to be a one stop shopping destination for

the jewellery. Reliance Retail ventured into gems and jewellery trade the aim of launching
300 stores all over India within a 3 year time frame. With a growing demand for jewellery
and lower competition.
 The gold jewellery range shall include Kolkata filigree, Rajkot minakari jewellery,
Kundan from jaipur, temple jewellery from Kerala, Jaadu from Amritsar and more. In
Diamond jewellery, Reliance Jewels will offer the finest quality of diamonds and the
widest range of daily wear, party wear and wedding designs.

7. Reliance Trend:
It is a specially apparel store that will sell men, women and children‟s garments. The store
will carry the best of national and international brands like John players, Peter England,
Indigo Nation, Wrangler, Rebook, and Lee, apart from in-house brands.
• The store layout is to compliment the evolving taste and preference of fashion savvy
consumers, giving them an opportunity to view shop with ease, along with well trained customer
service associates, to compliment the entire shopping process. Reliance Trends is operation with
123 stores across the country, providing employment to so many people and planning to launch
many new stores.

Company Profile
Company : Reliance Retail
Subsidiary Company : Reliance Trends
Founded : 2007
Headquarters : Mumbai
Chairman and Managing Director : Shri Mukesh Ambani
• The Appeals Luggage and accessories division of reliance retail has announced the launch of
their first Apparel speciality store „Reliance Trends”.
• All the Reliance Trends stores located at different places across Bangalore offer some of the
best Indian and International brands
with each store‟s area of more than 15,000 sq. Ft. Of shopping area, and has been designed and
furnished by the best of the international design agencies to offer a high style and lavish
experience to the Indian consumer.
• The store layout compliments the evolving tastes and preference of fashion savvy consumers,
giving them an opportunity to view/shop with ease, along with an army of well trained customer
service associates to compliment the entire shopping process.
• Riding on the tremendous success of Reliance Mart at variuos locations across India, the
apparel division of Reliance Retail is well on track to democratise and make it attainable to the
masses.
• This is being possible by the extraordinary design pool of Indian and international designers,
integrating the international design trends and preferences of the Indian consumers.
• The company is offering solutions to common maintenance problems through its state of the
art innovative products like Ever White Shirts, Wrinkle free range of garments, aromatic clothes
for infants and quick-dry sportswear that ensures optimum moisture management.
• Product quality has been ingrained into the DNA of Reliance Trend and is integral to the
mission of “Grahak Devo Bhava”. The quality system are designed, implemented and monitored
as per international standards by a highly competent team of professionals.
• To deliver the customer the best value for their money. Only those products that demonstrate
an exemplary safety and quality meeting both implicit and explicit needs of the consumer are
approved for purchase.
• Some of the quality standards that are being followed are American Association of textiles,
chemists and colourists. American Standard, ISO and BIS methods.
• For the first time in organised retail, Reliance Trends introducing Made to Measure tailoring
service offering customised fits to all the customers buying fabric from the store at prices
compatible to neighbourhood tailors.
• Reliance Trends offering a homogenous mix of private label of brands across men‟s,
women‟s, and children‟s category to fulfil every customer‟s requirements.
• The Network range of garments comprises of formal office wear and collection for men and
women, while the Netplay range, showcases a smart casual collection for the evolving
workplace. The DNMX range has been developed with a clear focus on the youth of India,
offering them exclusively crafted fashion garments like Denims, T-shirts etc.
• Sparsh range of Indian wear for women, offers the finest collection of salwar kurtas, churidars
and a fast evolving Mix and Match range of garments. An exclusive label Panda has been
developed for toddlers, while the FRENDZ range of garments would complement the wardrobes
of the growing generation of boys and girls.
• Apart from this private label, the store is also offering some of the most renowned brands in
the country like Levis Strauss Signature, Peter England, Indigo Nation, American Tourister,
John Players etc. Some designer labels either directly or through their sub brands most of these
exclusively for Reliance Trends.
• Continuing the tradition of reaching out to the middle class of the country, the current offering
from Reliance Trends is easily affordable to the Indian consumer. The specific private label
called First Class, is designed to cater to the range of garments cutting across men‟s, women‟s,
and children‟s wear to deliver extreme value to the Indian consumers.
• Taking forward the voice of Shri Mukesh Ambani, Chairman & Managing Director, Reliance
Industries Ltd, Reliance Trends deliver unmatched affordability, quality and chain of products
services to the consumer.
• Reliance Retail continues to fine tune its offering and listening to its customers and learning
from them. This as the Chairman envisions, will be the beginning of transformation of Indian
Retail with benefits for the consumer.
PRIVATE LABLES OF RELIANCE TRENDS

RELIANCE INDIAN BRAND
Reliance Trends is a leading lifestyle retail chain with over 777 retail stores across India.
Reliance Trends offers stylish, high-quality products across Womenswear, Lingerie, Menswear,
Kidswear and fashion accessories through a diversified portfolio of own brands, national and
international brands.
The uniqueness of the store is the core, which delivers "fashion at great value". Spread over
8,000 – 24,000 square feet of shopping area, each Reliance Trends store is designed to offer a unique
shopping experience for the entire family through wide aisles, coordinated displays and highly trained
fashion professionals offering best in class customer assistance.
Reliance Trends customer through www.reliancetrends.com can access a large collection of

fashionable, high quality products at great value delivered at their door steps.
The own brand portfolio includes:
 Rio - a vibrant range of snazzy trends for young women

 Fig - fashion wear for discerning, independent & working women
 Avaasa - a range of Indian wear for women offering the finest collection of Salwar Kurtas,
Churidars and a fast evolving Mix n Match range of garments
 Fusion – a range of fusion wear for women where east meets west & style meets comfort
 Hushh - the lingerie line for women offers an extensive range of innerwear and sleepwear
 Frendz - range of garments that complements the wardrobes of the growing generation of boys
and girls
 Pureza – a collection of pure Cotton & Linen shirts for men
 Network – offering a range of garments which comprises of formal office wear collection for men
and women
 Netplay - range showcases a smart casual collection for the evolving workplace
 The DNMX - range has been developed with a clear focus on the youth of India, offering
them exclusively crafted fashion garments like Denims, T shirts etc.
 Performax - the specialized sportswear or active wear brand, which supports performance in
sporting activity
 Graviti - the innerwear range for men offering the best of inner and lounge wear
 Point Cove – Kidswear brand that features bold colors bringing the California spirit to India

OUR PARTNERSHIPS WITH GLOBAL BRANDS
Reliance Retail has a portfolio of over 45 international brands that spans across the entire spectrum of
luxury, bridge to luxury, high–premium and high–street lifestyle. Reliance Retail operates over 682
stores for these international brands and continues to partner with new and revered international brands.
The strong brand portfolio reinforces Reliance Retail as a partner of choice for best international brands.
Leveraging on to Reliance Retail‟s deep market understanding, unwavering focus and strong operating
capabilities, many International brands from the portfolio have made India a significant market outside
of their home countries and have largest store presence in India then any country. This reflects the trust
and optimism which Reliance Retail and its partner brands share with each other.

New Brand Ambassadors for reliance trends
Apparel and accessories specialty chain of Reliance Retail, Trends has announced its association
with actors Vicky Kaushal and Janhvi Kapoor as brand ambassadors.
Trends‟ new national festive TV campaign featuring Vicky & Janhvi is on air in all leading
channels across genres like general entertainment channels, movie channels, news channels & sports
and will go on until Diwali.
The TV campaign featuring Vicky and Janhvi for the East/Durga Puja markets is also on air in
the leading regional satellite channels of East India. Both the TV campaigns will be supported by an
outdoor campaign featuring Vicky & Janhvi in trends festive collection.

CHAPTER-2
BRAND AWARENESS

A STUDY ON BRAND AWARENESS
INTRODUCTION
Brand awareness refers to the extent to which customers are able to recall or recognize a brand.
Brand Awareness is a key consideration in customer behavior, advertising management, brand
management and strategy development. The consumer‟s ability to recognize or recall a brand is central
to purchasing decision-making. Purchasing cannot proceed unless a consumer is first aware of a product
category and a brand within that category. Awareness does not necessarily mean that the customer must
be able to recall a specific brand name, but he or she must be able to recall sufficient distinguishing
features for purchasing to proceed. For instance, if a customer asks her friend to buy her some gum in a
“blue pack”, the friend would be expected to know which gum to buy, even though neither friend can
recall the precise brand name at the time.
Different types of brand awareness have been identified, namely brand recall and brand recognition.
Key researchers argue that these different types of awareness operate in fundamentally different ways
and that this has important implications for the purchase decision process and for marketing
communications. Brand awareness is closely related to concepts such as the evoked set and
consideration set which describe specific aspects of the consumer‟s purchase decision. Consumers are
believed to hold between three and seven brands in their consideration set across a broad range of
product categories . Consumers will normally purchase one of the top three brands in their consideration
set.
Brand Awareness is a key indicator of a brand‟s competitive market performance. Given the
importance of brand awareness in consumer purchasing decisions, marketers have developed a number
of metrics designed to measure brand awareness and other measures of brand health. These metrics are
collectively known as Awareness, Attitudes and Usage (AAU) metrics.
To ensure a product of brand‟s market success. Awareness levels must be managed across the entire
product life-cycle from product launch through to market decline. Many marketers regularly monitor
brand awareness levels, and if they fall below a predetermined threshold, the advertising and
promotional effort is intensified until awareness returns to the desired level.
IMPORTANCE OF BRAND AWARENESS
Brand awareness is related to the functions of brand identities in consumers memory and can be
measured by how well the consumers can identify the brand under various conditions. Brand awareness
is also central to understanding the consumer purchase decision process. Strong brand awareness can be
predictor of brand success. It is an important measure of brand strength or brand equity and also
involved in customer satisfaction, brand loyalty and the customer‟s brand relationships.
Brand awareness is a key indicator of brand‟s market performance. Ever year advertisers invest
substantial sums of money attempting to improve a brand‟s overall awareness levels. Many marketers
regularly monitor brand awareness levels, and if they fall below a predetermined threshold, the
advertising and promotional effort is intensified until awareness returns to desired level. Setting brand
awareness goals/objectives is a key decision in marketing planning and strategy development.
Brand awareness is one of the major brand assets that adds value to the product, service or company.
Investments in building brand awareness can lead to sustainable competitive advantages, thus, leading
to long-term value.
BRAND EQUITY
Brand equity is the sum of assets and liabilities relating to a brand, its name and logo, and the sum of

difference is the value that is offered by the product or service or a company or the company‟s
customers. For the assets and liabilities to have effect on brand equity they have to be related to the
name or logo of the brand. If the brand‟s name or logo changes then, it can either have a positive or a
negative impact on the assets and liabilities of the brand with some of them getting transferred the new
name and logo. The brand equity stands on the assets and liabilities and it can offer from factor to factor
such as, brand loyalty, brand name awareness, how a customer perceives the quality of a brand, and
other proprietary assets such as patent and trade mark.

TYPES OF BRAND AWARENESS
Marketers typically identify two distinct types of brand awareness; namely brand recall (also known
as unaided recall or occasionally spontaneous recall) and brand recognition (also known as aided brand
recall). These types of awareness operate in entirely different ways with important implications for
marketing strategy and advertising.
TYPES OF BRAND
AWARENESS
BRAND
BRAND RECALL RECOGNITION
Brand recall:

Brand recall is also known as unaided recall or spontaneous recall and refers to the ability of the
consumers to correctly elicit a brand name from memory when prompted by a product category. Brand
recall indicates a relatively strong link between a category and a brand while brand recognition indicates
a weaker link. When prompted by a product category, most consumers can only recall a relatively small
set of brands, typically around 3–5 brand names. In consumer tests, few consumers can recall more than
seven brand names within a given category and for low-interest product categories, most consumers can
only recall one or two brand names.
Research suggests that the number of brands that consumers can recall is affected by both individual
and product factors including; brand loyalty, awareness set size, situational, usage factors and education
level. For instance, consumers who are involved with a category, such as heavy users or product
enthusiasts, may be able to recall a slightly larger set of brand names than those who are less involved.
Brand recognition:
Brand recognition is also known as aided recall and refers to the ability of the consumers to correctly
differentiate the brand when they come into contact with it. This does not necessarily require that the
consumers identify the brand name. Instead, it means that consumers can recognize the brand when
presented with it at the point-of-sale or after viewing its visual packaging. In contrast to brand recall,
where few consumers are able to spontaneously recall brand names within a given category, when
prompted with a brand name, a larger number of consumers are typically able to recognize it.
MEASURING BRAND AWARENESS
Just as different types of brand awareness can be identified, there are a variety of methods for
measuring awareness. Typically, researchers use surveys, carried out on a sample of consumers asking
about their knowledge of the focus brand or category.
Two types of recall test are used to measure brand awareness.
 Unaided recall tests: where the respondent is presented with a product category and asked to
nominate as many brands as possible. Thus, the unaided recall test provides the respondent with no
clues or cues. Unaided recall tests are used to test for brand recall.

 Aided recall test: where the respondent is prompted with a brand name and asked whether they
have seen it or heard about it. In some aided recall tests, the respondent might also be asked to
explain what they know about the brand e.g.
 To describe package, colour, logo or other distinctive features. Aided recall tests are used to test for
brand recognition.
 Other brand-effects tests: In addition, to recall tests, brand research often employs a battery of
tests, such as brand association tests, brand attitude, brand image, brand dominance, brand value,
brand salience and other measures of brand health. Although these tests do not explicitly measure
brand awareness, they provide general measures of brand health and often are used in conjunction
with brand recall tests.
To measure brand salience, for example, researchers place products on a shelf in a supermarket,
giving each brand equal shelf space. Consumers are shown photographs of the shelf display and ask
consumers to name the brands noticed. The speed at which consumers nominate a given brand is an
indicator of brand's visual salience. This type of research can provide valuable insights into the
effectiveness of packaging design and brand logos.
Metrics used to measure brand effects are collectively termed AAU metrics (Awareness, Attitudes
and Usage).
BRAND AWARENESS AND THE HIERARCHYOF EFFECTS

Brand awareness is a standard feature of a group of models known as hierarchy of effects models.
Hierarchical models are linear sequential models built on an assumption that consumers move through a
series of cognitive and affective stages, beginning with brand awareness (or category awareness) and
culminating in the purchase decision. In these models, advertising and marketing communications
operate as an external stimulus and the purchase decision is a consumer response.
A number of hierarchical models can be found in the literature including DAGMAR and AIDA. In a
survey of more than 250 papers, Vakratsas and Ambler (1999) found little empirical support for any of
the hierarchies of effects. In spite of that, some authors have argued that hierarchical models continue to
dominate theory, especially in the area of marketing communications and advertising.
The hierarchy of effects developed by Lavidge in the 1960s is one of the original hierarchical
models. It proposes that customers progress through a sequence of six stages from brand awareness
through to the purchase of a product.

Hierarchical models have been widely adapted and many variations can be found, however, all follow
the basic sequence which includes Cognition (C)- Affect (A) - Behaviour (B) and for this reason, they
are sometimes known as C-A-B models. Some of the more recent adaptations are designed to
accommodate the consumer's digital media habits and opportunities for social influence.
Stage 1: AWARENESS - The consumer becomes aware of a category, product or brand

(usually through advertising)
↓
Stage 2: KNOWLEDGE - The consumer learns about the brand (e.g. sizes, colours, prices,
availability etc)
↓
Stage 3: LIKING - The consumer develops a favourable/unfavourable disposition towards the
brand
↓
Stage 4: PREFERENCE - The consumer begins to rate one brand above other comparable
brands
↓
Stage 5: CONVICTION - The consumer demonstrates a desire to purchase (via inspection,
sampling, trial)
↓
Stage 6: PURCHASE - The consumer acquires the product
MARKETING IMPLICATIONS OF HIERARCHIAL MODELS
It should be evident that brand awareness constitutes just one of six stages that outline the typical
consumer's progress towards a purchase decision. While awareness is a necessary precondition for a
purchase, awareness alone cannot guarantee the ultimate purchase. Consumers may be aware of a brand,
but for different reasons, may not like it or may fail to develop a preference for that brand. Hence, brand
awareness is an indicator of sales performance, but does not account for all sales performance. For these
reasons, marketers use a variety of metrics, including cognitive, affective and behavioral variables, to
monitor a brand's market performance.
As consumers move through the hierarchy of effects (awareness→ knowledge→ liking→

preference→ conviction→ purchase), they rely on different sources of information to learn about
brands. While main media advertising is useful for creating awareness, its capacity to convey long or
complex messages is limited. In order to acquire more detailed knowledge about a brand, consumers
rely on different sources such as product reviews, expert opinion, word-of-mouth referrals and brand/
corporate websites. As consumers move closer to the actual purchase, they begin to rely on more
personal sources of information such as recommendations from friends and relatives or the advice of
sales representatives. For example, the opinion of an influential blogger might be enough to shore up
preference/conviction while a salesperson might be necessary to close the actual purchase.

The Purchase Funnel indicates that awareness is a necessary precondition for purchase
All hierarchical models indicate that brand awareness is a necessary precondition to brand attitude or
brand liking, which serves to underscore the importance of creating high levels of awareness as early as
possible in a product or brand life-cycle. Hierarchical models provide marketers and advertisers with
basic insights about the nature of the target audience, the optimal message and media strategy indicated
at different junctures throughout a product's life cycle. For new products, the main advertising objective
should be to create awareness with a broad cross-section of the potential market. When the desired
levels of awareness have been attained, the advertising effort should shift to stimulating interest, desire
or conviction. The number of potential purchasers decreases as the product moves through the natural
sales cycle in an effect likened to a funnel. Later in the cycle, and as the number of prospects becomes
smaller, the marketer can employ more tightly targeted promotions such as personal selling, direct mail
and email directed at those individuals or sub-segments likely to exhibit a genuine interest in the
product or brand.

3 STEPS FOR BUILDING A BRAND AWARENESS STRATEGY
Building a strong brand awareness strategy isn't just a great idea - a solid strategy helps you directly
impact your company's bottom line sales figures. A great brand awareness strategy requires a multi-
faceted approach to improving brand engagement with past, current, and future customers. In a world
where 70 percent of buying experiences are based on how the customer feels they are being treated, it is
incredibly important that brands establish a loyal following of active customers. To truly understand if
your brand awareness marketing tactics have actually converted loyal followers into active customers,
marketers need to first undertake three important steps:

Step 1: Segment Branding Efforts to Target Highly Specific Audiences
In a similar fashion to direct response marketing campaigns, brand awareness strategies should
continue to focus on capturing the attention of current customers. These customers can be identified as
those individuals whom have shown an interest by visiting the company website, reading company
announcements, or otherwise indicated an intent to purchase.
To make the most of branding efforts, marketers should focus their attention on the brand's identified
target market. Through increased efforts marketers can increase brand-awareness to a larger, more
qualified audience. Audiences can be found online via the brand website or through direct targeting on
the right social media networks at the right time.
Step 2: Use Search Result Retargeting to Establish Strong Brand Recall
Retargeted ads are a type of digital display ad that "retargets" a user who has visited your website or
interacted with a digital asset. Using digital retargeting, especially in display ads, can stimulate brand
recall and encourage prospects to come back to your site. There are four general ways that you can use
retargeting to establish stronger brand recall amongst current and prospective customers:
 Retarget individuals with a preliminary brand awareness.

 Retarget people who have previously visited your site.
 Focus on people who have opened an email.
 Track users who have searched for your product by name.
In addition to retargeting efforts, be sure to customize your marketing messages. One of the best
methods for customizing marketing messages is to develop an A/B Split Test. This test is one of the
most effective ways to measure improvements to your online brand presence.
During an A/B Split Test, you can run two versions of the same piece of content at the same time to
equally sized audiences. Measure the results to gain powerful insights into the mindset of your
audience. Knowing what your audience prefers can help you to create more impactful marketing
messages. In addition to A/B Split Testing, the following tactics can help you to create more powerful,
customized messages:
 Using available data to improve personalization within your targeted marketing messages.
 Being proactive in your searches for the ideal target audiences.
 Finding customers where they are instead of waiting for them to come to you.
Step 3: Make Social Customer Engagement a Priority
Did you know that in 2014 92 percent of marketers agreed that social media was important for their
business? However, only 72 percent of marketers use social media to develop loyal fans. Instead of
sitting passively by while fans come to your brand's social media accounts, you will need to proactively
search for your targeted (soon to be loyal) audience.
In 2015 and beyond, success on social media networks will require marketers to take a proactive,
rather than reactive, stance. Being proactive can help you to increase brand awareness in your audience
and the ROI of your social media marketing.
By being proactive you can:
 Build a better brand experience for customers.

 Improve prospective customer engagement levels.
 Help prospective customers become loyal brand followers.
 Engage in a dual conversation between your past, present, and future customers.
 Turn leads into profitable sales.

TECHNIQUES USED IN BUILDING BRAND AWARENESS
1. Get influencers to display your art or other product:
Inviting influencers into your niche is a great way to increase brand awareness and hopefully drive
sales. When influencers have an established audience that knows and trusts them, once they mention
your product(s) and discuss your brand in their content, those mentions will expand your reach and
increase people‟s awareness of your product.
Ikonick is a perfect example of a company that works directly with influencers: It sells canvas art for
your home and office. The way Ikonick uses influencers involves providing them with art and having
those influencers pose with the art, then share the photos on social media.
"Our relationships are an important part of our business," co-founder Mark Mastrandrea told me.
"Our relationships make up our community, and the community is how our brand grows."
Ikonick uses all types of influencers, from Instagram photographers to celebrities. The company's
social strategy has enabled it to scale and grow exponentially because its influencers become part of its
sales team -- even ambassadors. The relationship is mutually rewarding, Mastrandrea said.
Companies can also offer to sponsor influencers at an event (if they do that sort of thing) and even
use them as spokespersons for their brand and product(s). A lot of CrossFit-related companies do this,
including Rogue Fitness, which sponsors certain athletes with clothing. The athlete then becomes a
walking billboard for the company.
2. Use branded packaging
Have you ever received an order that came in branded packaging? Rather than see it as just
another shipment, perhaps you felt that that that special branding made the package seem like a gift.
Packlane is a company that allows companies to design custom packaging, using their own logo and
branding to enhance the customer experience. The team has created unique boxes for L'Oreal, HP,
Shopify and RedBull, to name a few.
The team knows that the product experience doesn't commence at first use, but rather at the unboxing
stage. How companies present their brand, and the story they tell through their design and graphics, can
create an emotional connection with the customer that may last even longer than the product itself.
Branded packaging offers an additional touchpoint to the value your brand gives to each customer‟s
experience, and helps distinguish you from marketplace competitors. Overlooking your product‟s
packaging is a missed branding opportunity in today‟s ultra-competitive market landscape.
3. Do your SEO research.
Have you heard that the majority of consumers don‟t look past the first page of search results, and
the majority of people in that group don‟t look past the first few results on the page?
Think about how powerful that SEO is for companies pitching to prospects. If competitors are all
citing the same information, though, it loses some of its power because of all those companies trying to
get new clients.
Researching SEO strategies related to your niche, products or services can help you increase brand
awareness. This research will set you apart as an expert and leader in your industry. Jaaxy.com is a
great tool that helps you conduct the right type of research because it provides specific keyword
research.
4. Double-down on social.
Instagram is a social media platform with power. It‟s said that a picture is worth a thousand words,
and Instagram lets you promote that story via the image(s) you post and the text you narrate. It‟s a great
tool for friends and family to keep up with one other, and it's just as good for brands reaching out to
their consumers.
Azazie sells bridesmaids' and bridal wedding gowns. To do that, it's become hyper-focused on
growing its social communities, especially on Instagram.
The reason is that on that platform, the company can ask new brides to share images of their special
day -- and their experiences with Azazie's dresses. Not surprisingly, Azazie's Instagram page is full of
beautiful photos that inspire other brides-to-be to imagine themselves in one of its gowns.
Best of all, Azazie harnesses the power of social proof by leveraging testimonials (and personal
images) from the customers it's helped make gorgeous brides and bridal party members.
Then there's Facebook: Like Instagram, Facebook has the power to increase brand awareness and
create a community. Gallant Dill is a self-made entrepreneur who's built a community through
his Facebook group. Dill's business is a mentoring program which teaches entrepreneurs how to build
and scale their companies.
Facebook helps him speak directly to this community and share the results of his different mentoring
programs and products. Just 26 years old, he has multiple multi-million dollar businesses, a feat which
testifies to his intelligence but also to the power of social communities.
5. Step up your game on Twitter
Twitter is yet another big social media platform for brand awareness because it helps you publish
news and interact with customers already talking about your business.
Wendy‟s, for instance, has built a reputation on Twitter and increased its brand awareness by
responding to media mentions of its brand, as well as competitors‟ posts with quippy, sassy and
hilarious remarks. One of the best examples occurred when a user called out the company, asking where
the closest McDonald's was.
Wendy's responded with a trash can image.
Then there are Wendy's tweets (here are some examples shared by BoredPanda). Whether you like
Wendy‟s or not, it‟s hard not to appreciate its roasts -- and keep the brand top of mind.
6. Take advantage of Google’s AdSense auto ads
Finally, paid ads are a great way to get your name and website in front of your target audience, but
narrowing down your audience and getting your pitch just right can be tricky.
Google recently announced its new AdSense Auto ads, which show publishers the best place to create
and optimize their ads.
Through machine learning technology, Auto Ads can be automatically placed on sites that are best for
your brand. There, they effectively reach your target audience, giving you a greater return on
investment.
CREATING AND MAINTAINING BRAND AWARENESS
Brand advertising can increase the probability that a consumer will include a given brand in his or her
consideration set. Brand-related advertising expenditure has a positive effect on brand awareness levels.
Virtually anything that exposes consumers to a brand increases brand awareness. “Repeat brand
exposure in stores improves consumers' ability to recognize and recall the brand.” Increased exposure to
brand advertising can increase consumer awareness and facilitate consumer processing of the included
information, and by doing this it can heighten consumers brand recall and attitude towards the brand.

To increase the probability of a product's acceptance by the market, it is important to create high
levels of brand awareness as early as practical in a product or brand's life-cycle. To achieve top-of-mind
awareness, marketers have traditionally, relied on intensive advertising campaigns, especially at the
time of a product launch. To be successful, an intensive campaign utilises both broad reach (expose
more people to the message) and high frequency (expose people multiple times to the message).
Advertising, especially main media advertising, was seen as the most cost efficient means of reaching
large audiences with the relatively high frequency needed to create high awareness levels. Nevertheless,
intensive advertising campaigns can become very expensive and can rarely be sustained for long
periods. Alhaddad (2015) indicates that advertising awareness plays as a good source of meaning and
identity for a brand by enhance brand awareness and brand image in social media
As new products enter the market growth stage, the number of competitors tends to increase with
implications for market share. Marketers may need to maintain awareness at some predetermined level

to ensure steady sales and stable market share. Marketers often rely on rough and ready 'rules-of-thumb'
to estimate the amount of advertising expenditure required to achieve a given level of awareness. For
instance, it was often held that to increase brand awareness by just one per cent, it was necessary to
double the dollars spent on advertising.
When a brand becomes established and attains the desired awareness levels (typically outlined in the
marketing plan), the brand advertiser will shift from an intensive advertising campaign to a reminder
campaign. The objective of a reminder campaign is simply to keep target audiences aware of the brand's
existence and to introduce new life into the brand offer. A reminder campaign typically maintains broad
reach, but with reduced frequency and as a consequence is a less expensive advertising option.
Reminder advertising is used by established brands, often when they are entering the maturity stage of
the product lifecycle. In the decline stage, marketers often shift to a caretaker or maintenance program
where advertising expenditure is cut back.
The rise of digital media and social networks is changing the way that consumers search for product
information.
While advertising remains important for creating awareness, a number of changes in the media
landscape and to consumer media habits have reduced the reliance on main media advertising. Instead,
marketers are seeking to place their brand messages across a much wider variety of platforms. An
increasing amount of consumer time and attention is devoted to digital communications devices - from
computers and tablets through to cellphones. It is now possible to engage with consumers in a more cost
efficient manner using platforms such as social media networks that command massive audiences. For
example, Facebook has become an extremely important communications channel. Moreover, social
media channels allow for two-way, interactive communications that are not paralleled by traditional
main media. Interactive communications provide more opportunities for brands to connect with
audience members and to move beyond simple awareness, facilitating brand preference, brand
conviction and ultimately brand loyalty.
The rise of social media networks has increased the opportunities for opinion leaders to play a role in
brand awareness. In theory, anyone can be an opinion leader e.g. celebrities, journalists or public
figures, but the rise of the digital environment has changed our understanding of who is a potentially
useful influencer. Indeed, the digital environment has created more opportunities for bloggers to
become important influencers because they are seen as accessible, authentic and tend to have loyal
followings. Bloggers have become key influencers in important consumer goods and services including
fashion, consumer electronics, food and beverage, cooking, restaurant dining and bars. For example, a
recent survey by Collective Bias, showed that when it comes to product endorsements digital
influencers are more popular than celebrities. Findings showed that only 3% of participants said they
would consider buying a celebrity-endorsed item, in comparison to 60% who said they had been
influenced by a blog review or social media post when shopping. For marketers, the digital landscape
has made it somewhat easier to identify social influencers.
The Effect of Brand Awareness on Consumer Buying Behavior
Brand awareness is a key component of marketing efforts, as harried consumers overwhelmed

by the amount of commercial messaging they see or hear use mental shortcuts to make their decision.
Imprinting in their minds what your brand is and what it stands for can increase sales, particularly in
areas where few obvious differences are apparent among competitors.
Studies:
Consumers employ heuristics to make their purchasing decisions, using mental shortcuts to
streamline the process and avoid being paralyzed by the number of available options or the need for
constant comparisons among competitors. Multiple studies have shown that brand awareness is a
prevalent choice tactic for consumers inexperienced in buying a product. A 1990 Hoyer and Brown
study first linked brand awareness to consumer preferences, and the findings have been confirmed in
several subsequent efforts.

Buying Habits:
Studies have shown that customers decide more quickly from among a number of options that
includes one known brand than they decide with a set that includes only unfamiliar ones. Upon
exposure to other brands, the instances of selecting the original based on awareness declined, but most
still chose the same high-awareness brand they picked initially. Consumers in a study conducted under
the auspices of two Australian universities sampled fewer brands in product trials when there was
awareness of one of the brands than in studies in which all were unknown.
Implications:
Building brand awareness can increase your market share in a number of ways. Being the first to
get your brand implanted in customers' minds increases the barrier to entry that other brands may face
later. If your industry is more competitive or already has established players, you‟ll likely have to be
more aggressive in your approach, but you still can become one of the brands consumers consider if
they become more aware of your name. The Australian study also indicated that the awareness effect is
mediated by cost, so increasing brand awareness cannot necessarily be followed by an increase in the
price of your product or services.
Techniques:
To build brand awareness, you must make sure your target market is exposed to your products
and recognizes them in multiple ways. An identifiable logo and distinct brand message can present the
repetition that can make your name memorable. Getting your brand exposed to the audience can take
place via multiple distribution platforms, from direct marketing to traditional advertising to social media
to public relations. While the strategy for each particular campaign may vary, a consistent depiction of
the brand, and a commitment to following up on the promises made in the initial exposure, help bring
your product to the forefront of consumers‟ minds when it‟s time to make a decision to purchase.

How to test and measure the different brand awareness types
A variety of methods are used to measure the different types of brand awareness. The most
common one is surveys. The surveys involve samples of customers whose knowledge of a brand or
product category is tested.
The types of tests used for brand awareness:
1. Unaided recall tests
A consumer is presented with a product category. They are then asked to nominate brands. No
clues or cues are given. These are usually tests for brand recall.
Calculating brand recall

You need to have conducted a survey in order to calculate brand recall. Divide the number of
survey respondents who managed to correctly identify or suggest your brand by the total participants in
the survey. Multiply the results by 100. This should convert it to a percentage.
Brand Recall helps measure pre-purchase awareness.
More metrics like website traffic growth and net promoter score are required in order to measure
purchase intent which can shed more light into purchases.
2. Aided recall tests
The consumer is prompted with a brand name and then asked whether they have seen or heard it
before. The consumer might be asked to explain what they know about a brand or describe its visual
features like packaging, logos or brand colors. These tests are used for brand recognition.
3. Other brand-effects tests
These are used in conjunction with brand recall tests. They may not be measures of brand
awareness, but are used to indicate brand health. Let‟s delve into a few of these.
Brand association tests
A good example that will help you understand brand associations is what can is referred to as
“PR disasters”. If they get to social media, it could completely destroy a brand‟s reputation. A brand
association test is usually done via surveys and/or focus groups. These tests could be affected by
response bias due to the pressure at the back of their minds to give maybe favorable answers to the
direct questions. They could also be a bit costly, so you may need to have the surveys done online.
When done online, the respondents could be shown a brand logo and are asked to type the first
word that they would use to describe the brand. Sometimes, the respondents may be asked to type up to
5 words. With online surveys, respondents may get brand names mixed. The number of brands that
respondents can identify online are also limited. Here are Coke brand associations.
Brand attitude
This is simply what customers feel or think about your brand. Brand attitude can be described
via words like favorable, unfavorable, or neutral. To test for brand attitude, you need to have a set of
statements that respondents agree or disagree with. The choices could range from strongly disagree to
strongly agree. You can also test both general and specific concepts. You may want your brand‟s
favorability ranking well when compared with competition, this is why the test is performed.
Specific concepts that you may want to test include brand and product characteristics, as well as
the experiences associated with the brand or product (these concepts are known as brand pillars, the
attributes that you would like your brand to communicate). Brand pillars have to do with the value your
customers feel that they get from your product/service, whether your customers feel that they trust your
brand, and whether they feel that your product is of good quality.
It helps to find out how respondents arrived at the expressed views. Allow them to give this
feedback using their own words. This will give further insights on what contributes attitudes towards
your brand and the areas of improvement that you need to focus on.
Brand affinity analysis
This is an analysis of the words that are associated with a brand. Usually the set of words is
presented to the respondents. It is classified into positive and negative terms. You then need to calculate
and tabulate the responses. Here is an example:

Brand Salience
An example of how brand salience is measured would be in supermarkets. Products are placed
on a shelf each with equal shelf space. Customers are then shown photos of that shelf and asked to name
the brands. The speed at which the consumers nominate a brand is what is referred to as visual salience.
This is used as a test of a product‟s visual identity (logos, packaging, and brand colors).

Role of Brands in Retail Business
1. Manufacturer Brands:
Generally a retailer‟s major portion of profits come from sale of manufacturer‟s brands such as
Bata, Vimal, Peter England, Cotton County, Koutons, English Channel, Priknit, Nestle, Samsung etc.
These brands are also known as „National‟ or „Global‟ brands. It has been seen that big retailers have
various shops/boutiques within their stores for separate brands, like in case of clothing; a retailer has
separate display for Vimal brand, Raymond, Bhilwara, Siyaram, Bombay Dyeing and Donear. Offering
a category by national brand rather than in a traditional way (all brands at same place) is always
significant and builds the image of a retailer.
Manufacturer brands usually take less promotional efforts as compared to private brands.
Manufacturers utilize considerable efforts in terms of money and R & D to create demand for their
products. Consequently, on the part of a retailer it takes less time to convince the customers and sell
manufacturer goods. Further, customers go to a store and without looking for what is displayed, ask for
particular brand by name because they know what they are buying and how the product will perform.
Having manufacturers‟ brands may build or loose store image, for instance if the manufacturer
brand is available in a limited number of stores, customers loyal to the manufacturer brand will
automatically become loyal to these limited stores.
On the other hand, in case of manufacturer brand is easily available from a number of stores,
customers may go to any store as per their convenience and comfort, resulting in decreasing store
loyalty, and in this case, retailers will find themselves helpless – how to differentiate from their
competitors.
The other problem with offering manufacturer brand is that they can limit a retailer‟s flexibility
towards selling operations such as Koutons and Cantabil (clothes providers) instruct the retailers about
how to display the clothes and how and when their merchandise should be advertised.
Lastly, selling manufacturer brands is less profitable option rather than offering private brands,
as former one provide very less profit percentage. The reason is that manufacturer
would like to meet the promotional expense and retailers‟ situation for having these brands at any cost.
As these brands are easily and widely available, retailers offer significant discount to increase customer
traffic on the cost of their profit margins.
2. Licensed Brands:
Like manufacturer brands, this category is also becoming popular in newly born organized retail
industry. In this category, a well established brand name (known as licensor) enters in a contract with
outsider for developing, producing and selling the merchandise under defined set of terms and
conditions. This license may be either given to a retailer having large chain stores or to a third party
who then sells to the retailers. In recent years, due to the popularity of outsourcing concept, big and
established manufacturer brands are giving license in and/or outside the country under multi-year
agreements.
3. Private Label Brands:
Private Label Brands (commonly known as private or store‟s own brands) are the brands exclusively
developed by a retailer and are sold from that retail store only. For example, Vishal Mega Mart has
almost all store brands in each category they are into. Private brands usually are affordable and lead to
customers‟ loyalty towards the store as compared to manufacturer brands.

Various reasons for the growth of so called store brands are:
(i) These are cheaper to the tune of 20-40% as compared to similar category of manufacturer brands due
to own production and absence of intermediaries for selling.
(ii) Due to store‟s brands, customers don‟t hesitate to buy as they know there is someone who will
listen to them in case of any defect or nonperformance.
(iii) As these are stores own creations, replacing the items under warranty or guarantee arrangements,
does not make much time as retailer (store) do not has to send these defective items of merchandise to
third parties.
(iv) With the emergence of new form of store branding, i.e. the premium brand, offers same quality or
in some cases even exceeds that of manufacturer brands while selling it for a low price.
However, retailers need to understand that while creating private brands that it is not always feasible
and profitable option especially in case where demand for products is limited that can disturb the
company‟s budget on development, manufacturing and packaging the goods. Therefore, private brand
programme should have the proper mix of price, quality, features and product differentiation otherwise
retailers‟ gross margin may suffer on account of non-performance of few brands.

CHAPTER-3

Research Design is the plan, structure and strategy of investigation conceived so as to obtain
answer to research questions and to control variance .Research design is in the fact the conceptual
structure with in which the research is conducted. Bernard Philips has described the research design as
a “blue print for the collection measurement and analysis of data.”
Research Methodology is a scientific and systematic way to solve research problems. A research
has to design its methodology, i.e., in addition to the knowledge of methods or techniques, he has to
apply the methodology is wider than research methods. In a way, research methodology deals with
research methods and into consideration the logic behind the methods, we use.
Research Type
For the present study descriptive research design will be
applied Descriptive research design;
 This study describes the phenomena under study
 The data collected here may relate to the demographic or the behavioral variables of the
respondents understudy.
 The research has got very specific objective, clear cut data requirements and uses a large
sample which is drawn through a profitability sampling design.
 The recommendation or findings in a descriptive research are definite.
Sources of data:
 For the present study both primary and secondary data will be used.
Primary data:
 Primary data is one which collected by the investigator himself for the purpose of specific
inquiry or study such data is original in character and it is generated by surveys conducted
by individuals or research institutions.
 For the present study the primary data will be collected using survey method with a
structured questionnaire.
Secondary data:
 When an investigator uses the data which has already collected by others, such data is called
secondary data. The secondary data can be obtained from journals, reports, Government
Sampling:
 Sampling refers to the investigations of a part of the whole population or universal. A

sampling procedure is a technique of selecting a sample from a given population. A
statistical sample, according to Calvin, is a miniature picture or cross section of the entire
group or aggregate from which the sample is taken. The entire group from which a sample is
chosen is known as the population”, universe‟‟, of „‟supply‟‟. In short samples represents
the whole population and by observing the samples certain inferences may be made about
population
Sample size:

 The sample size for distribution of questionnaire to the customers are 40 only
 The samples for the dealers are limited to 10 dealers only
Tools:

 For the present study the statistical tools used are correlation, chi-square and other normal
percentage.

STATEMENT OF THE PROBLEM
A Study on Brand Awareness on RELIANCE TRENDS pvt..Ltd will help in studying the
ways to create Brand Awareness in customers and it enables to analyze plans of the company in view of
competition. A careful and through study of the factors enables the company to with stand changing
situations that favor to the company.

OBJECTIVES OF THE STUDY
 To study Brand Awareness through employee and customers with regard of reliance trends.
 To find out methods to create awareness on brand to customers and employees of the store.
 To analyse consumer awareness level on Reliance trends.
 To find out customer loyalty towards Reliance trends and factors affecting customer loyalty.

NEED OF THE STUDY
The reliance industry is basically retail based industry. Through this study we are going to identify
the importance of Brand Awareness in retail industry .How it is benefited in the retail industry
relevance of implementing Brand Awareness and what role does information technology can play in
Brand Awareness.

LIMITATIONS
 The study is limited to RELIANCE TRENDS pvt ltd .Madanapalle,, Chittoor dist only.
 The study is confined to the customers who are in Madanapalli region only.
 The sample sizes for distribution of questionnaire to the customers are 40 only.
 Respondents may gave biased answers for the given data.some of the respondents did not like
to respond.

CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION

QUESTION 1: Why people prefer your brands?
PREFER VALUES PERCENTAGES

A. Quality 15 60
B. Price 0 0
C. Image 0 0
D. All of the above 10 40
Total 25 100
60
50
40
30 Series1
20
10
0
A. Quality B. Price C. Image D. All of the
above
INTERPRETATION:
From the chart, it is observed that the people prefer the brands in Reliance Trends, Madanapalle due to
quality, price and image. 60% of employees agreed that people prefer brands because of quality. And
remaining 40% of employees agreed to all of the above i.e, quality, price, image.

QUESTION 2: Do customers trust your brand?
TRUST VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100
100
90
80
70
60
Series1
50
40
30
20
10
0
A. Yes B. No
INTERPRETATION:
From the chart, it is observed that the customers trust their brand in Reliance Trends, Madanapalle. And
employees agreed that 100% of customers trust their brands.

QUESTION 3: Which of the following features people prefer the most?
FEATURES VALUES PERCENTAGES

A. Affordable 0 0
B. Stylish 15 60
C. Modern 10 40
E. Popular 0 0
Total 25 100
60
50
40
30 Series1
20
10
0
A. Affordable B. Stylish C. Modern D. Popular
INTERPRETATION:
From the chart, it is observed that the customers prefer stylish and modern features in Reliance Trends,
Madanapalle. And the employees agreed that 60% of customers prefer stylish and 40% customers prefer
modern features of their brands.

QUESTION 4: How people get to know about your brands?
ABOUT BRANDS VALUES PERCENTAGES

A. Through customers 10 40
B. Advertisements 10 40
C. Social media 5 20
D. Others 0 0
Total 25 100
40
35
30
25
20
15
10 Series1
5
0
INTERPRETATION:
From the chart, it is observed that the customers know about their brands through customers,
advertisements, social media of Reliance Trends, Madanapalle. And the employees agreed that 40% of
customers get to know about their brands through customers, 40% of customers through advertisements
and 20% of customers through social media.

QUESTION 5: What is the value of your brand in present criteria?
VAIUE OF BRAND VALUES PERCENTAGE

A. Excellent 5 20
B. Good 20 80
C. Average 0 0
D. Not satisfied 0 0
Total 25 100
80
70
60
50
40 Series1
30
20
10
0
A. Excellent B. Good C. Average D. Not
satisfied
INTERPRETATION:
From the chart, it is observed that in Reliance Trends, Madanapalle. 80% of employees agreed that the
value of their brand is good in present criteria and 20% of employees agreed that the value of their
brand is excellent in present criteria.

QUESTION 6: Does your brand customize the products according to the needs/wants of the
customers?
NEEDS/WANTS VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100
100
90
80
70
60
Series1
50
40
30
20
10
0
A. Yes B. No
INTERPRETATION:
From the chart, it is observed that in Reliance Trends, Madanapalle. The employees agreed that 100%
of customers get their products customize according to the needs and wants.

QUESTION 7: What is your target group?
TARGET VALUES PERCENTAGES

A. College students 5 20
B. Employees 5 20
C. Families 15 60
D. Others 0 0
Total 25 100
60
50
40
30 Series1
20
10
0
A. College B. Employees C. Families D. Others
students
INTERPRETATION:
From the chart, it is observed that in Reliance Trends, Madanapalle. The employees agreed that they
target 20% of college students, 20% of employees and 60% of families.

QUESTION 8: Does the company‟s leadership live up to the brand‟s value?
COMPANY’S VALUES PERCENTAGES

LEADERSHIP
A. Yes 25 100
B. No 0 0
Total 25 100
100
90
80
70
60
Series1
50
40
30
20
10
0
A. Yes B. No
INTERPRETATION:
From the chart, it is observed that in Reliance Trends, Madanapalle. 100% of employees agreed that the
company‟s leadership live up to the brand‟s value.

QUESTION 9: How much customers care about using your brands?
CARE VALUES PERCENTAGES

A. Slightly 10 40
B. Strongly 15 60
C. Not much 0 0
D. Never 0 0
Total 25 100
60
50
40
30 Series1
20
10
0
A. Slightly B. Strongly C. Not much D. Never
INTERPRETATION:
From the graph, it is observed that in Reliance Trends, Madanapalle. 40% of employees agreed that
customers slightly care about using the brands and 60% of employees agreed that customers strongly
care about using the brands.

QUESTION 10: Which factor influence customers for branded products?
INFLUENCE VALUES PERCENTAGES

A. Price 0 0
B. Product quality 25 100
C. Advertisements 0 0
D. Style 0 0
Total 25 100
100
90
80
70
60
50
40
30 Series1
20
10
0
INTERPRETATION:
From the chart, it is observed that in Reliance Trends, Madanapalle 100% of employees agreed that the
product quality influence customers for branded products.

QUESTION 11: Which of the following according to you help build a good brand image?
BRAND IMAGE VALUES PERCENTAGES

A. Communication 5 20
strategies
B. Competitive pricing 0 0
C. Quality 10 40
D. Free trials and 10 40
discounts
Total 25 100
40
35
30
25
20
15
10
5
0 Series1
INTERPRETATION:
From the chart, it is observed that in Reliance Trends, Madanapalle 20% of employees agreed that
communication strategies helps to build a good brand image, 40% of employees agreed that quality
helps to bulid a good brand image and 40% of employees agreed that free trials and discounts helps to
build a good brand image.

QUESTION 12: Which brand of casuals does your store have or own?
CASUALS VALUES PERCENTAGES

A. Jeans 15 60
B. Cargos 0 0
C. T-Shirts 10 40
D. Others 0 0
Total 25 100
60
50
40
30 Series1
20
10
0
A. Jeans B. Cargos C. T-Shirts D. Others
INTERPRETATION:
From the graph, it is observed that in Reliance Trends, Madanapalle 60% of employees agreed that
they have more jeans as casuals at their store and 40% of employees agreed that they have more t-shits
as casuals in their store.

QUESTION 13: What does your brand gives to the customers?
BRAND VALUES PERCENTAGES

A. Recognition 0 0
B. Satisfaction 15 60
C. Value for money 5 20
D. Any other 5 20
Total 25 100
60
50
40
30 Series1
20
10
0
A. B. C. Value for D. Any other
Recognition Satisfaction money
INTERPRETATION:

customers are satisfied with their brand, 20% of employees agreed that customers feel that their brand
gives value for money and 20% of employees agreed that any other factor influences the customers
about their brand.
QUESTION 14: The price of your brand?
PRICE VALUES PERCENTAGES

A. Is as per customer 20 80
expectations
B. Is more than customer 0 0
expectations
C. Is less than customer 0 0
expectations
D. Can‟t say 5 20
Total 25 100
80
70
60
50
40
30 Series1
20
10
0
A. Is as per B. Is more C. Is less than D. Can't say
customer than customer
expectations customer expectations
expectations
INTERPRETATION:
From the graph, it is observed that in Reliance Trends, Madanapalle 80% of employees agreed that the
price of their brand is as per customer expectations and remaining 20% of employees agreed that there
are some other factors that they can‟t say.
QUESTION 15: Would you agree that your brands provide high quality service?
QUALITY SERVICE VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100
100
90
80
70
60
Series1
50
40
30
20
10
0
A. Yes B. No
INTERPRETATION:

their brand provides high quality service.
QUESTION 16: Compared to your competitors your prices are?
PRICES VALUES PERCENTAGES

A. Low 5 20
B. Equal 20 80
C. High 0 0
Total 25 100
80
70
60
50
40 Series1
30
20
10
0
A. Low B. Equal C. High
INTERPRETATION:
From the graph, it is observed that in Reliance Trends, Madanaplle 20% 0f employees agreed that
compared to their competitors their prices are low and 80% of employees agreed that compared to the
competitors their prices are equal.
QUESTION 17: Does the brand image of the apparel brand affect buying decision?
BUYING DECISION VALUES PERCENTAGES

A. Always 5 20
B. Often 0 0
C. Sometimes 20 80
D. Never 0 0
Total 25 100
80
70
60
50
40 Series1
30
20
10
0
A. Always B. Often C. D. Never
Sometimes
INTERPRETATION:
brand image of the apparel brand always affect the buying decision and 80% of employees agreed that
the brad image of the apparel brand sometimes affect the buying decision.
QUESTION 18: Do you think customers buy only branded products?
BRANDED PRODUCTS VALUES PERCENTAGES

A. Yes 5 20
B. No 20 80
Total 25 100
80
70
60
50
Series1
40
30
20
10
0
A. Yes B. No

INTERPRETATION:
customers buy only branded products and the remaining 80% of employees disagreed.
QUESTION 19: Does your tagline accurately capture your brand‟s mission?
BRAND’S MISSION VALUE PERCENTAGE

A. Yes 25 100
B. No 0 0
Total 25 100
100
90
80
70
60
Series1
50
40
30
20
10
0
A. Yes B. No

INTERPRETATION:
their tagline accurately capture their brand‟s mission.
QUESTION 20: What is the proportion of branded to unbranded products?
PROPORTION VALUES PERCENTAGES

A. 20:80 0 0
B. 50:50 0 0
C. 60:40 0 0
D. No products/only 25 100
branded
Total 25 100
100
90
80
70
60
50
40 Series1
30
20
10
0
A. 20:80 B. 50:50 C. 60:40 D. No
product/only
branded

INTERPRETATION:
From the graph it is observed that in Reliance Trends, Madanapalle 100% of employees agreed that the
proportion of branded to unbranded products are not maintained at the store.
QUESTION 21: Do you think company sponsorship help to build a stronger brand image?
SPONSORSHIP VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100
100
90
80
70
60
Series1
50
40
30
20
10
0
A. Yes B. No

INTERPRETATION:
they think company sponsorship help to build a stronger brand image.
CHAPTER-5
RESULTS

FINDINGS
POSITIVE FINDINGS:
 I have found that in reliance trends ,customers prefer their brand according to the quality.
 I have found that in reliance trends, customers trust their brand.
 I have found that in reliance trends , customers prefer stylish and modern features of their brands
 I have found that in reliance trends, customers get to know about their brands through
customers, advertisements.
 I have found that in reliance trends, the value of their brand is good in present criteria.
 I have found that in reliance trends, their brand customize the products according to the needs
and wants of the customers.
 I have found that in reliance trends, their target group is mostly families.
 I have found that in reliance trends, the company‟s leadership live up to the brand‟s value.
 I have found that in reliance trends , the customers strongly care about using their brands.
 I have found that in reliance trends, product quality influence customers for branded products.
 I have found that in reliance trends, quality , free trails and discounts helps to build a good brand
image.
 I have found that in reliance trends, jeans and t-shirts brands of casuals their store have .
 I have found that in reliance trends , the price of their brand is as per customer expectations.
 I have found that in reliance trends, the employees agreed that their brands provide high quality
service.
 I have found that in reliance trends, compared to the competitors their prices are equal.
 I have found that in reliance trends, the brand image of the apparel brand some times affect
buying decision.
 I have found that in reliance trends, the employees agreed that the customers don‟t buy only
branded products.
 I have found that in reliance trends, the tag line accurately capture their brand‟s mission.
 I have found that in reliance trends, no products/only branded products are found in their store.
 I have found that in reliance trends, the employees agreed that the company sponsorship help to
build a stronger brand image.
NEGATIVE FINDINGS:
 I have found that people not only prefer quality , but they also prefer price and image of the
brand.
 I have found that people not only prefer stylish and modern features, but they also prefer
affordable and popular features.
 I have found that the store does not make well use of social media to make people know about
their products
 I have found that they mainly target on families , but not on other groups.
 I have found that the store has mainly concentrated on product quality but not other factors to
influence the customers.
 I have found that the communication strategy in the store is weak in a good brand image.
 I have found that the store have limited brands of casuals.
 I have found that the customers doesn‟t always buy branded products.

SUGGESTIONS
 I suggest that people not only prefer the quality, but they also prefer price and image of the
brand. So, the store have to improve their strategy on pricing and brand image.
 I suggest that people not only prefer stylish and modern features, but they also prefer affordable
and popular features. So the store has to concentrate on them as well.
 I suggest the store has to use social media for the marketing of their products.
 I suggest that the store has to target youth and employees apart from families, and should
provide products to attract them.
 I suggest that the store has to influence customers based on the price , advertisements, and style .
 I suggest that the store has to develop communication strategies for building a good brand
image.
 I suggest the store to improve their brand of casuals to attract customers.
 I suggest store to provide other factors apart from quality because customers always don‟t buy
branded products.

RECOMMENDATIONS
 The store doesn‟t give preference to some features like price, image of the brand, affordable and
popular features. So I recommend the store that to provide features through which the customers
will be satisfied and gain brand awareness on their store.
 The store is weak in using social media for marketing purpose. I recommend them to make use
of social media to a greater purpose because, social media nowadays play‟s a vital role in
communicating the information. So through this they can create brand awareness in the
customers.
 The store target only families. I recommend that they have to target youth and employees apart
from families because this creates a huge number of customers for their store and makes a way
to gain profit.
 The store doesn‟t have proper communication strategies. I recommend that communication is
the best source to create brand awareness among the customers so the store have to improve
their communication strategies.
 The store doesn‟t have huge collection of brand of casuals to attract customers. I recommend
the store to improve their brand of casuals to gain customers.
CONCLUSION
From the overall analysis of the Reliance Trends we can conclude that, the Brand Awareness among the
employees and customers are not up to the mark. So, most of the customers are not satisfied with the
pricing, brand image, features, communication strategies, brands of casuals of their store. Most of the
employees of the store gave the above reasons to improve Brand Awareness among the customers. By
making proper strategies the store can create Brand Awareness.

Bibliography
Textbooks:
 PHILIP KOTLER - MARKETING MANAGEMENT

 GARY ARMSTRONG - PRINCIPLES OF MARKETING
 G.C BERI - MARKETING REASERCH
 PAUL HAGUE - A PRACTICAL GUIDE
TO MARKETING
REASERCH
Websites:
 WWW.GOOGLE.COM
 WWW.TIRUMAMADAIRY.COM

 WWW.TMPLMILK@YAHOO.COM
ANNEXURE
COVER
LETTER
Respected Sir/Madam,
SUB : Y. Sai Sireesha conducting project study on Brand Awareness . Requested for co-operation-

Regards
Ms. Sai Sireesha pursuing final BBA in Shri Gnanambica Degree College , Madanapalli ,under the
guidance of Mrs. Afrin Sulthana ,Head Of Department ,BBA. To complete her project work she needs
your co-operation and co-ordination so as to enable her to acquire data for her project work . The area
of project work is regarding Brand Awareness. As a part of Academic curriculum she has to acquire
primary data through structured questionnaire.
Therefore , I request to extend your co-operation and also some of your valuable time in giving
guidance and filling the enclosed questionnaire , help her in producing meaningful study. Hope you
will do the needful.
Thanking you Sir/Madam
Yours faithfully,
(Mrs .Afrin Sulthana)
QUESTIONNAIRE
A STUDY ON BRAND AWARENESS
BRAND AWARENESS AMONG THE EMPLOYEES

OF RELIANCE TRENDS
NAME :
DESIGNATION :
GENDER :
AGE :
EXPERIENCE :
1. What are the brands that you provide in your store?
2. Which brand is sold most?
3. Why people prefer your brands? [ ]
a. Quality b. Price c. Image d. All of the above
4. Do customers trust your brand? [ ]
a. Yes b. No
5. Which of the following features people prefer the most? [ ]
a. Affordable b. Stylish c. Modern d. Popular
6. How people get to know about your brands? [ ]
a. Through customers b. Advertisements c. Social media d. Others
7. What is the value of your brand in present criteria? [ ]
a. Excellent b. Good c. Average d. Not satisfied
8. Does your brand customize the products according to the needs/wants of

the customers?
a. Yes b. No [ ]
9. What is your target group? [ ]

a. College students b. Employees c. Families d. Others
10.Does the company‟s leadership live up to the brand‟s values? [ ]
a. Yes b. No
11.How much customers care about using your brands? [ ]
a. Slightly b. Stronger c. Not much d. Never
12.Which factor influence customers for branded products? [ ]
a. Price b. Product quality c. Advertisements d. Style
14. Which of the following according to you help build a good brand image?
[ ]
a. Communication strategies b. Competitive pricing c. Quality

d. Free trials and discounts
14. Which brands of casuals does your store have (or) own? [ ]
a. Jeans b. Cargos c. T-shirts d. Others
15. What does your brand gives to the customers? [ ]
a. Recognition b. Satisfaction c. Value for money d. Any
other
16. The price of your brand? [ ]

a. Is as per customer expectations
b. Is more than customer expectations
c. Is less than customer expectations
d. Can‟t say
17. Would you agree that your brands provide high quality service? [ ]

b. Yes b. No
18. Compared to your competitors your prices are? [ ]
a. Low b. Equal c. High
19. Does the brand image of the apparel brand affect buying [ ]
decision?
a. Always b. Often c. Sometimes d. Never
20. Do you think customers buy only branded products? []
a. Yes b. No
21.Does your tagline accurately capture your brand‟s mission? [ ]
a. Yes b. No
22. What is the proportion of branded to unbranded products? [

] a. 20:80 b. 50:50 c. 60:40
d. No products/ only branded products
23. Do you think company sponsorship help to build a stronger brand image? [ ]
a. Yes b. No
THANK YOU FOR YOUR VALUABLE TIME AND EFFORT
Y. SAI SIREESHA
BBA 3rd YEAR
SHRI GNANAMBICA DEGREE COLLEGE
MADANAPALLE


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INDEX

 EXECUTIVE SUMMARY 2-15

2(A): INDUSTRY PROFILE

CHAPTER 3 MARKETING STRATEGY

CHAPTER 4 RESEARCH METHODOLOGY

EAST POINT COLLEGE Page 1

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Reliance’s Marketing Mix

EAST POINT COLLEGE Page 6

Marketing Strategies of Reliance Retail

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• Location of the study: Study will be conducted in Reliance Digital, Puttur.

EAST POINT COLLEGE Page 9

This research aims :

2. What is your opinion on customer care service?

3. What is the opinion on customer care employee’s response to

4. What is your opinion on fast delivery?

5. Whose service are you rendering now?

9. What kind of expectations do you have from your service provider?

EAST POINT COLLEGE Page 12

o Cheap call rate

EAST POINT COLLEGE Page 13

Digital Xpress Mini

EAST POINT COLLEGE Page 15

Reliance Industries Limited is an Indian multinational conglomerate company, headquartered in Mumbai. It has

EAST POINT COLLEGE Page 16

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Reliance Life Sciences works around medical, plant and industrial biotechnology opportunities. It

novel therapeutics, biofuels, plant biotechnology, and industrial biotechnology sectors of the medical

EAST POINT COLLEGE Page 24

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Background and inception of the company:

About Reliance Group

EAST POINT COLLEGE Page 28

About Reliance Retail Limited

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Nature of the business carried:

Vision, Purpose, Values and Promises:

2. “Bettering the lives of Indian everyday”

1.We believe in people

Products/ Services Profile:

Products/ Services Profile:

EAST POINT COLLEGE Page 32

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EAST POINT COLLEGE Page 38

Airtel is the first Indian telecom service provider to achieve Cisco Gold Certification. It also