Presented by:

VIRENDRA S KHARBALE
C.K.THAKUR IMSR ,
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NEW PANVEL
Evolution of Telecom
Evolution In India
of Telecom In
India
Department of Telecommunication (DoT) is the main body
formulating laws and various regulations for the Indian telecom
industry.

ILD services was

BSNL was Number portability
Independent opened to Intra-circle
established was proposed
Private regulator, competition merger
by DoT Calling Party (pending)
players were TRAI, was guidelines were
Attempted
Pays (CPP) was
allowed in established Go-ahead to established to boost
implemented
Value Added the CDMA Rural
Services technology telephony
1994 1999 2007
INDIA

2002 2003 2004 2005

1992 2000 Internet Unified 2006

1997
telephony Access
initiated Licensing Broadband
(UASL) policy 2004
National Decision on 3G
NTP-99 led to Reduction regime was was
Telecom FDI limit was services
migration from of licence Reference
introduced formulated—
Policy (NTP) increased (awaited)
high-cost fixed fees Interconnec targeting 20
was from 49 to 74
license fee to low- t order was million
formulated percent
cost revenue issued subscribers
sharing regime by 2010

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Changing Face of Indian Mobile
Consumer

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 BHARTI AIRTEL
• India the most talkative nation after America.
• Bharti Airtel, today is a behemoth with close
to 25% share of country’s mobile telecom
market.
• Serves 75 million subscribers base.
• Most profitable telecom network in the
country with a revenue more than Rs.9,000
crore.

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Innovation

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AIRTEL Services

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Lost Mobile Tracking System is a mobile software application which post
installation helps you keep track of your mobile phone in the event of it being
lost.
LMTS service informs you about any change in the SIM of your lost mobile
phone. It sends an SMS of the new mobile number and IMEI No. of your
lost/stolen mobile handset to 3 alternate mobile numbers and an
e-mail on any e-mail ID which had been provided to you by the subscriber at
.
the time of registration. Thus it helps you in tracking your lost mobile phone.

 
How it works

Each SIM card has a unique International Mobile Subscriber Identity (IMSI)
number. Whenever there is a change in the SIM its IMSI number also
changes. This change is detected by the software and thus is able to identify
any SIM change. IMEI number of the mobile phone is then used to
authenticate the mobile phone.
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Process

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 Customer Segmentation

•Achievers

•Funsters

•Productivity-Enhancer

•Social Callers
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 AMOU & ARPU
Minutes of Usage per Month – Mobile
Services
USA 838
Despite a low teledensity of approximately
India 461 19 percent, India has the second highest
minutes of usage per month. This offers
China 303 huge growth opportunity to telecom
companies.
Rus sia 88

ARPU* in India – Mobile Services

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ARPU (USD per month)

6 The declining ARPU implies that India Inc. is

4 tapping a large market at the bottom of the
2 pyramid by reducing tariffs; thereby,
0
Q1 2006 Q2 2006 Q3 2006 Q4 2006 Q1 2007
enhancing affordability.
GSM CDMA

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Declining Tariff – Rising
Revenue

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 Customer Retention
Vodafone

TNS used its proprietary TRI*M Stakeholder Relationship

Management System, wherein the TRI*M Index is a measure
of the 'intensity of retention' and takes into consideration
both the subscribers' level of satisfaction with the service
provider as well as the level of retention and loyalty towards
the service provider. 17
 Service
Benchmarks

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SERVQUAL Model

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Corporate Responsibility at
Bharti Airtel
• To be responsive to the needs of our
customers

• To continuously improve our services –

innovatively and expeditiously

• To be transparent and sensitive in our

dealings with all stakeholders

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 Service Employee
• People
• Pride
• Passion
• Processes
• Performance

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Levels Of Service

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 Operational
Improvement
Business Challenge
Bharti Airtel needed to maximize its future flexibility
and growth potential by adopting a business-driven
framework for integration, allowing it to implement and
deliver new services rapidly. With competition
intensifying in the Indian telecom services market,

Bharti Airtel needed to find a way to focus on

developing new services that could set it apart from the
competition and strengthen its customer relationships.

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 Operational
Improvement
Solution
Bharti Airtel entered into a comprehensive 10-year agree-
ment with IBM to transform its processes and take on the
management of its IT infrastructure.

Its new platform provides a standardized framework for

Bharti Airtel to integrate its channels and customer-facing
processes–enabling a more seamless customer experience,
higher customer satisfaction and more profitable growth.

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Analysis of Customer
Expectations

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Loyalty is a function of satisfaction with various aspects of services that the
subscriber has experienced. Likelihood of staying with the same operator and
intention to recommend it to others are important measures of loyalty.
Therefore, we have looked at satisfaction against likelihood of staying and
intention to recommend
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Success Factors

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Opportunities

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 Failures
1. MTN Deal failure will signal lack of any real market
investment.

2.Airtel failed to reduced its tariff rates in comparison to its

competitors like VODAFONE and BSNL.

3.Unnecessary charges- like for deactivation of services

HELLO TUNES.

4. Ignorance towards cancellation of telephone line.

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 Major Challenges
Getting a Disproportionate Share of
New customers
• Plan and Deploy network
• Distribution through a hub and spoke
model
• Create alliance- IFFCO, Nokia association
• Build Relevance for its products and
services- Network & affordability

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 Major Challenges
Delight current customers
• Build trust- lead simplification of
tariff, customer touch points
• Drive innovation- Data and services
like MoD, M-commerce.

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 Major Challenges
Build Capability to Make Scale an
Advantage
• Segmentation( consumer, trade) and
segmented delivery
• Technology automation
• Building internal people capabilities
like restructuring of the marketing
team which was carried out recently.

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 Future Challenges
• Mobile number portability (MNP) is a facility given by operators
where a subscriber can move from one service provider to
another without changing the number allocated to the subscriber.
• Thus, under MNP, a subscriber will have the option of retaining
the same phone number issued by the old operator even with the
new operator.
• To achieve the successful implementation of MNP, operators
should consider carrying out a comprehensive cost-benefit
analysis to ascertain whether or not the implementation of the
technology would prove to be profitable for the operator.

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 Recommendations
• Pricing: Depending on the market conditions/ competitors from
cellular service providers and also to suit local conditions, there
should be flexible pricing mechanism( either at central or local level.)
• Improvement in technology: Airtel should immediately shift to
third generation switches by replacing its c-dot switches. This will
improve the quality of service to desired level and provide
simultaneous integration with the nationwide network. The special
distribution of the transmission towers should be increased to avoid
“no signal pockets”.
• Increased Focus: It should increase focus on low end customers.

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 Future Strategies
• Translate its expertise in Indian markets to
other emerging economies. This could call
for acquisitions globally.
• Technology leadership is a must – Airtel
must ensure that its reliance on GSM
technology does not render it obsolete.
• Indian market inspite of being the worlds
largest is still not matured. Opportunities
abound in the hinterland which must be
exploited.
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Thank You

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