Bharti Airtel has achieved leadership in India's mobile telephony market largely due to its focus on rural growth. Initially, Airtel faced challenges like the negligible presence of handset manufacturers in rural markets. It overcame these hurdles through a partnership with Nokia to bundle handsets with connections and other alliances for distribution. Airtel's right mix of product and pricing, strengthened by its vast network of over 25,000 service centers, formed the backbone of its rural strategy. This included low recharge rates and micro-recharges, as well as a two-tiered distribution structure and service options targeted at rural consumers. Airtel's approach effectively worked around the issue of handset manufacturers lacking
This is my Team Presentation which we present in our MBA class. Really very knowledgeable experience to came out some amazing information about VODAFONE brand and other Indian telecommunication Brands.
This is my Team Presentation which we present in our MBA class. Really very knowledgeable experience to came out some amazing information about VODAFONE brand and other Indian telecommunication Brands.
This INTEGRATED MARKETING COMMUNICATION report contain befit analysis of Advertisement and promotion activity of airtel last three years.
If you like my report please sent me feed back on
Email: gondaliya.mehul101@gmail.com
1. BHARTI
AIRTEL
Bharti
Airtel,ndia's
I
largest
mobile
telephony
player, gottowhere
has
itistoday
largely ntheback
o
ofits
ruralgrowth. haskeptitsleadership
It
position
intact ince2005. nitially,
s
I
Airtel aced
f
several
hurdles.
Thebiggest
problem,
however,
wasthenegligible
presence
ofhandset
manufacturers
inruralmarkets.
Airtelentered
intoa crucial artnership
p
withNokia bundle
to
handsets ithconnections
w
andother
alliances
fordistribution.helped
It
thatboth
AirtelandNokia
hadthesame,mmensely
i
popular
brand
ambassador, Rukh
Shah
Khan.
Therightmixofproduct
andpricing,
strengthened
byavast ndunique
a
network fover
o
25,000centresoserve
t
customers,
formed
thebackbone
oftheAirtel trategy.
s
Airtel's
rechargeatescamedown, ventuallyulminating "lifetime
r
e
c
in
validity"
connections aslittleas
for
INR
99andmicro-recharges
whereconsumers
couldtopupasrequired, multiples f INR10.To
in
o
increaseeach
r
anddistribution justforinitialconsumer
(not
acquisition,
butforrechargendservice
a
requirements), created
Airtel
atwo-tiered
structure ithruralsuper-stockists
w
anddistributors
under
them.Airtelservice
centres
helped widenservice, nda roaming
to
a
distributor elped acquire
h
to
consumers.
Airtelalsocreated
service
options
targeted ruralconsumers,
at
suchasservice
inthe
village, MS-basedystems,
S
s
vernacular systems,
IVR
etc.,through
effectivelyutsourced
o
systems
liketheAirtel ervice
s
centres.
Itcreated
acost-effective,
young
entrepreneur-led
distribution
channel.
It effectively
worked
around
theissue handset
of
manufacturers
nothaving
therelevant
distribution
networks.
Inadditionothefreedom
t
tocommunicate, consumers
rural
arealso
provided ithsupport
w
to theirlivelihood
through
jobalerts, eather ndprice-related
w
a
information. distributors
Rural
were
effectively
young
entrepreneurs
(around0,000at lastcount),
3
whowereallocated
territories round
a
afewmobile
towers
andwereresponsible
forconsumer
acquisition. also
Airtel entered
intoalliances
with IFFCO,
whichhelped to sell connections
it
through
35,000agricultural
societies. builtan
It
enabling ystem
s
thatallowed
700,000
ruralretailoutlets sellrecharges
to
through mobile
a
device.
Thepenetration ruralIndiahasincreased anifold,
in
m
giventhattwo outof threenetsubscriber
additions
inIndia
today
come
fromitsvillages.