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Acknowledgement

We take a great pleasure in acknowledging the effort of all those people who enormously helped

us in the preparation of this report on Bharti Airtel. We are thankful to Professor Darren Lee-

Ross and Dr. Maathai K. Mathiyazhagan, faculties at James Cook University, who provided us

the opportunity to undertake this project and showed the confidence in us.

We are thankful to all the friends and classmates who provided us useful suggestions. We would

like to take this opportunity to acknowledge the remarkable contribution of our faculty in-charge

Dr. Maathai K. Mathiyazhagan who not only provided the practical aspects of this subject but

also explained the topics in the best possible manner. Despite being very busy he made himself

available to us whenever we needed and guided us at every step of this report.

With Thanks,

On behalf of the group

Munna Lal (Group Leader)

Word Count: 4,546

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Table of Contents

Introduction .................................................................................................................................... 4

Bharti Group –An Overview .......................................................................................................... 6

Industry Analysis ............................................................................................................................ 7

Micro Environment - An analysis for Airtel .................................................................................. 8

Bharti Airtel – Porter’s Five Forces ............................................................................................. 10

Airtel SWOT Analysis .................................................................................................................. 12

Organizational Behaviour ............................................................................................................. 13

Strong Leadership ......................................................................................................................... 14

Board of Directors ........................................................................................................................ 15

Human Resources Commitment ................................................................................................... 16

Performance of Airtel ................................................................................................................... 17

Recommendations ........................................................................................................................ 19

Conclusion .................................................................................................................................... 20

Bibliography ................................................................................................................................. 21

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Introduction

The Bharti Airtel Limited, which is owned one-third by Singapore’s top phone carrier SingTel,

has created itself an international brand in the telecommunication sector and also has lot of

diverse business portfolio. The operations of Bharti Airtel are spread across 20 countries of Asia

and Africa. Bharti ranks amongst the top five telecom companies of the world in terms of

number of subscribers. Bharti Airtel has become the largest telecom company in India in last 15

years. It is the flagship company of Bharti Enterprises. Airtel is the first of its kind, private

telecom service provider with a footstep in all of the 22 telecom circles in India.

Bharti Airtel has structured its business into four strategic business units (SBU’s) – Mobile

Services, Airtel Telemedia Services, Enterprises Services and Digital TV Services.

The basic objective of doing this report is to analyse the environment in which Bharti is

operating, organizational behaviour of Bharti group and its impact on the performance of Airtel

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over the last few years. This report analyses the strategic management steps which Airtel has

undertaken and how Airtel has become the market leader in telecommunication industry in such

a short period of time.

Airtel’s vision is to become most loved brand by 2015 by enriching the lives of millions of

people. Airtel wish to achieve this by creating the mission statement which is to meet the mobile

communication needs of its customers through error-free service, ground-breaking products and

services, cost effectiveness and integrated message solutions.

This report will benefit the students or business leaders to understand how a company with an

efficient strategic management process and an excellent organizational behaviour can achieve

growth. How Airtel was able to make its position stronger and become a market leader in the

presence of companies with big pocket like Tata, Reliance, Idea, etc.

A SWOT analysis of Airtel will provide us the various aspects which are related to Airtel. Airtel

has capitalized on the large population of India and also took the first mover advantage. By the

time other player realized the growth of telecommunication in India and the opportunity it

provides for growth, Airtel had become the market leader and continues to strengthen its position

in the market by diversifying into other related business and providing an excellent and reliable

customer service to its customers.

We have also performed competitive analyses of Airtel with the help of Porter’s five forces

model which provides an insight into the various aspects of competition for Airtel.

This report contains a study of the major external and internal factors affecting Airtel and it will

provide a view of the company. It also provides an in-depth view of the business model of

Airtel.

We hope the presentation will be valuable to a number of students and business leaders looking

for the right mix of strategy in order to develop their business by studying the success mantra of

Bharti Airtel.

6

Bharti Group –An Overview

Airtel is a part of Bharti Group which was founded by Sunil Bharti Mittal in 1976. At that time

Bharti was a manufacturer of bicycle parts, in last few decades Bharti has grown into one of the

most respected and largest business groups in India.

Bharti started its telecom journey in 1995 by launching mobile services in Delhi. Since then and

in such a short period of time Bharti Airtel, the flagship company of Bharti group, has emerged

one of the largest telecom companies in the world and ranks amongst the top five wireless

operators.

Apart from India, Bharti group operates in 19 countries across Asia and Africa under the “Airtel”

brand. Bharti group has also diversified its business into the retail sector, financial services, also

operates the business in fresh and processed foods industry.

In June 2010, Bharti Acquired Zain Group’s mobile operations in 15 countries which makes

Bharti Airtel a truly global brand.

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The group maintains its vision to become the finest conglomerate of India by 2020. Group has

forged some strong partnership with some of the biggest names in International business. Current

partners in telecom include IBM, Ericsson, Alcatel-Lucent, SingTel, and Nokia Siemens which

helps the group to maintain superior quality at a cheaper cost. Walmart, Axa Group, and Del

Monte are other partners for separate businesses.

Philanthropic arm of Bharti group helps the group to do something for the society by helping

underprivileged children and youth. (Group Overview, 2012)

Industry Analysis

Indian Telecom Industry

In last fifteen years, Indian telecom industry has grown at a rapid pace and considered one of the

fastest emerging and leading telecom industries across the globe. The mobile sector has seen a

rise from 10 million subscribers to 175 million in a period of 10 years spanning from 2002 to

2011. 2 major reasons for this immense growth are:

Low rate of tariffs which is coupled with falling handset prices.

Reforms and regulatory changes that have been lenient in the last 10 years.

Though there has been a consistent drop in the fixed line market, the overall (fixed and mobile)

subscribers have risen to more than 150 million by the end of 2009. In addition to this foreign

telecommunication companies are vying to enter the Indian market due to lenient telecom

reforms and huge potential. MCIT or the Ministry of Communications and Information

Technology has considered implementing aggressive plans to increase the pace of growth,

targeting 250 million subscribers by the end of 2012 and more than 500 million by the end of

2015. Rural market of India is still quite untapped and likely to see a great expansion. The 70%

population of India still live in villages and there is an unprecedented scope for growth in

telecom industry (Sahota, 2012).

The telecom industry of India is quite dominated by a small number of companies. Since there

are few competitors, every oligopolistic becomes aware of other’s actions. Interactivity is the

main characteristic in oligopolistic markets. This also leads to highest risk of collusion.

Therefore, we can say that The Indian Telecom Industry has “an oligopolistic competitive

structure”.

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The companies which dominate the Indian market are BSNL, Airtel, Reliance Communication,

Vodafone, Idea, MTNL, Aircel, etc.

Industry Competitive Structure

The industry has an oligopolistic competitive structure.

Presently, the Indian telecommunication sector is valued about 125 billion dollars (500,000

INR)

The dominating 3 players in this industry are: BSNL, Bharti Airtel and Reliance

communications with 30%, 27% and 20% of market shares respectively.

The Indian telecommunications network which has more than 200 million connections is the

5th

largest in the world and 2nd

largest in Asia in terms of emerging economy.

Any organisations strategy defines the overall plan to deploy strategic resources towards

achievement of long term goals and objectives of the organisation.

Prevalent Competitive Structures of Telecom Industry in India

Micro Environment - An analysis for Airtel

Suppliers

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The main raw materials for the telecommunication industry are telecom equipment, telecom

tools, circuit breakers, electronic switches and electric conductors.

Customers

Customers have always been the central focus for Airtel. Airtel has been launching its services

and schemes keeping the “customer point of view” in mind. The vision of becoming the most

lovable brand in India was selected by keeping the customers in focus.

Demographic

People of all age group, income groups, gender, and occupation are the customers of Airtel and

targeted with a host of schemes.

Legal

TRAI is the central authority controlling the telecom industry in India; all the companies are

bound to follow the rules of TRAI. Airtel also has a 24/7 dedicated and efficient customer care

centre and it follows the state laws and other regulatory agencies.

Socio-Cultural

The brand Airtel is very popular and easily recognized by general public. It received an award

for “the most trusted brand of 2009”. The tag line “express yourself” also influenced in its brand

equity ((BAC), 2012).

Technology

Airtel follows the strategy focus on core and outsource the rest. Bharti Airtel has a strategic

partnership with IBM to provide the technology solutions which provide superior and world

class technology and allows Airtel to focus on customers.

Economic

The economy of India is continuously increasing with a very high GDP rate. A significant % of

this can be attributed to the booming wireless and mobile sector.

Political

Fortunately, political class of India have been very much supportive for telecom industry. Airtel

did not face much problem receiving the licences to operate at national level ((BAC), 2012).

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Bharti Airtel – Porter’s Five Forces

Michael E. Porter provided an outline that models an industry or firm as being influenced by five

“forces”. This business managing tool helps in seeking an edge over its competitors and also to

understand the industry better with respect to the industry in which the firm operates.

By using the Porter’s 5 forces on Airtel, we can elaborate more on the firm in terms of each

segment as shown below:

Rivalry among competitors – VERY HIGH

Considering the conventional economic model, profitability is driven by competition. But

competition has never been perfect and firms are not unsophisticated price takers, rather they

strive for competitive advantage. The rivalry among the key players is very high due to very few

operators and most of them with big pockets. Product differentiation is not so significant as

customers are very cost sensitive. Moreover, in case one of the operators introduces a new

scheme, similar schemes are offered by the rival operators within days, this negates any kind of

advantage to the operators. However, the telecom industry is a huge and fastest growing sector in

India, one major advantage which Airtel has is that it can stay in the telecom industry without

any shakeout happening for the next 10 years at least and has a potential to exploit the huge rural

market.

Threat of substitutes- HIGH

It is often seen that with the availability of more substitutes, the demand becomes more elastic

since the consumers would have more choices and the ability of a firm to raise the price of its

products is constrained due to the presence of substitutes. Airtel also faces similar threat and

presently the most common substitutes for mobile telephony are fixed lines and broadband.

Though landlines and CDMA market has diminished over the years, broadband has become a

growing sector in the recent years due to its wide range of services and applications. Major

portion of the country’s broadband connections are serviced by the state owned BSNL and

MTNL. Airtel is also trying to vie in this sector by offering better services and incentives.

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Power of Buyers- HIGH

As the switching cost from one operator to another is very low and competitors are always vying

for new customers, therefore no company can survive for long time with poor customer service.

Hence we can say the power of the customer is always high in this industry.

Power of Suppliers- LOW

Similar to the power of buyers, suppliers too may exert pressure on the firms, provided reliable

suppliers are few in number when compared to the firms in a particular industry. But in the

Indian telecommunication industry, basic and advanced equipment that are required such as

telecom tools, circuit breakers, relay switches, conductors etc. are easy available and provided by

numerous suppliers across India and so suppliers rarely tend to exert pressure on firms such as

Airtel. Therefore, the power of suppliers is not so significant in this case.

Threat of New Entrants- VERY LOW

Incumbent rivals are not the only threat to firms in any industry, the possibility of new firms

entering the industry is equally threatening and it also affects the competition. However, in

reality every industry possesses certain characteristics which protects the high profit levels of the

firms and inhibit additional rivals from entering the market. Some of the most common barriers

faced by the new entrants are:

• Economies of scale

• High capital cost

• Patents

• Government Policies

• Product Differentiation

The industry (telecommunication) in which Airtel operates has very high barriers for entrants.

First of all, high amount of capital is needed for setting up the towers etc. also to enter any region

for business, very high initial fees has to be paid. In addition to this, the government awards

license to maximum 4 operators in any particular region in the country to carry out their

operations, this could act as a deterrent for any new company setting up its business. Therefore it

12

can be safely concluded that Airtel definitely has an advantage with respect to Barriers to new

entrants ((BAC), 2012).

Airtel SWOT Analysis

Strength

Airtel has widespread and very strong network across India which is the biggest strength

of Airtel.

243.336 million Customers worldwide which include 181 million customers only from

India.

Airtel is the largest cellular service provider or operator in India.

Airtel also provides other telecommunication services like fixed line & broad band

connectivity.

Airtel has strategic alliances with Sony-Ericsson, Nokia, and SingTel, which means that

the Airtel has access to the most sought knowledge and pioneering technology from

various parts of the telecommunication world.

Continuous inflow of knowledge & technology from other parts of the

telecommunication world provide Airtel a greater advantage over its competitors.

Successful diversification into other services provides Airtel customers more options and

helps Airtel to maintain stronger relationship with its customers.

Weakness

Airtel has a large number of competitors; hence there is no competitive advantage.

No product differentiation

Recent off-deal with MTN shows the inability of Airtel to become a global telecom

player.

Opportunities

Enhanced broadband services to customer as a result of the tie-up with Google is bound

to help it & and also provide advertising opportunities.

Strategic partnership with IPhone & Blackberry will help Airtel

Exploiting the untapped rural market is another opportunity. Airtel has already taken

steps by inviting 120,000 to 160000 in the operation in villages every year.

13

Threats

Vodafone which earlier owned a 5.6% stake in Airtel’s business moved onto invest in its

rival Hutchinson Essar. Hence losing out its knowledge & technology to its rival.

The transition of global telecom industry may tempt Airtel to go along the acquisition

trail making the firm vulnerable in case there is another recession.

Bharti Airtel may also be a target for vision o other global telecom firm that wish to enter

the Indian market (SWOT Analysis Bharti Airtel, 2010).

Organizational Behaviour

Organizational Behaviour is the study of individual and group behaviour in organizational

settings. It looks at organizations as entities, the forces that shape them, and their impact on the

members. The study of OB involves three levels within organization: 1. Individual, 2. Group (or

Team), and Organizational (Lingham, 2012). The base of any organization depends on vision,

values, goals and philosophy of the leadership and management. All these things will create the

culture in an organization which is composed of informal and formal organization, and the

social environment. Culture has a great impact on the communication, group dynamics and the

leadership of the organization. A positive leadership and good organization culture is seen as a

14

quality of work life balance by employees which motivates them. (Leadership and

Organizational Behavior, 2011).

The three values of Airtel speak a great deal about the organizational behaviour of Airtel. First is

“Alive”, the employees of Airtel are alive to any situation and understand the customer needs. If

one had to choose a single quality of Airtel which separates it from its competitors and made

Bharti Airtel so successful in such a short period of time then this is the quality which can be

named first. Customers understand that any problem they might have with their service it will be

heard patiently, and will be resolved as soon as possible. Employees are driven by passion and

have a can-do attitude. Employees at Airtel believe that even if it can’t be done they can

certainly find a way.

The second value, “inclusive” implies that Airtel is a champion of diversity. As India is a

multicultural country with different religions, languages, cultures; so employees have to serve a

variety of customers and this is achieved by a employees who are very diverse in nature and

adapt to customer requirements.

Third value of Airtel “respectful” brings it closer to its customers. Airtel believes in living the

same life as its customers by sharing their joys and pains. Employees are embedded with the

qualities of humility and honesty to achieve mutual respect.

Strong Leadership

One of the biggest strategic advantages that Airtel has and other

competitors don’t have is strong leadership. Although, all the

competitors have big pockets can hire the best talent and are led by

leaders who are very successful but Sunil Bharti Mittal of Airtel

outperforms everyone. Even the Indian government recognizes his

contribution to the society and conferred him with the nation’s

prestigious civilian award Padma Bhushan (Chopra, 2012).

Nobody had given any chance to Airtel when Sunil began with a licence to operate a mobile

network in Delhi. Especially, the telecom industry had attracted the India’s mightiest corporate

groups which included Tata, Reliance, and the Birlas. But, initially Sunil focused on acquiring

stakes and new licences to expand Bharti’s coverage nationwide, while other groups took a little

cautious approach to the business. The risk taking attitude of Sunil paid very soon to his business

and the nationwide coverage of Bharti gave it the initial competitive advantage over other rivals.

Sunil believes in taking the first mover advantage although it may involve some risks. They were

first to make the push-buttons, cordless, answering machines, and the fax machines in India.

15

Sunil realized that they didn’t have the required technology, resources, and experience of a big

company so he didn’t mind in building the strategic alliance with some big companies like

Vodafone, SingTel, IBM to bring the international knowledge, technology, and experience in his

business.

While a lot of business will think hundred times before going to rural areas, he still sees a lot of

opportunity in rural areas. He is also diversifying his business in retail, and financial services,

and already partnered Wal-Mart, Axa, and Del Monte Pacific.

Although, Sunil is the founder of Bharti but he does not believe in employee-owner situation.

According to him, everybody is a co-owner. He does not believe in hire-and-fire and is very soft

to his employees.

Sunil admires the management model of Tatas as they never compromise. However, he also

understands that Tatas are slow in responding to the market needs. He also appreciates the

Entrepneurship of Reliance and wants a blend of two in his management model (Chopra, 2012) .

Board of Directors

The cornerstone of the company is the board of directors. Airtel has an optimum mix of

executive, non-executive, and independent directors. The board is comprised of sixteen

members and three of the board members are founder members.

Board has members which are diverse in background, skills and experience. Some of them are

industrialist and others have worked extensively in senior management positions for reputed

global companies. The board members are selected unanimously by entire board which is further

approved by shareholders in Annual General Meeting and selection of a new board member is

the responsibility of all the board members. (Investor Relations, 2012)

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Human Resources Commitment

Employees are encouraged to do jobs they have never done before. Employees are free to

express their entrepreneurial spirit. Their skills are honed by training and other activities to drive

future business opportunities. Fun activities are held to build team spirit among employees.

Various activities invite employees to come forward and express themselves. This helps them to

identify people suitable for different roles.

Bharti Group – Organizational Structure

17

Employees are valued by company and company adopts the best HR practices to take care of

employees. Company provides two Employee Stock Option Plan (ESOP) schemes to its

employees under 2001 and 2005 Employee Stock Option Policy. These schemes help to retain

the best talent and experience and also help in attracting the best talent (Bharti Airtel Annual

Report, 2012).

The ESOP scheme 2001 is implemented through a trust and when an employee exercises stock

option under this scheme, shares held in trust are transferred to employee. While, under ESOP

scheme 2005 company acquires shares from the secondary market through trust and transfer

these shares to respective employees.

Company uses programs like Business Leader Acceleration Program (BLeap) and Emerging

Leader Acceleration Program (ELeap) to prepare the top talent from middle and senior

management to take leadership role. Company also takes initiatives to improve employee

productivity and efficiency. In order to achieve this, company tries to enrich jobs, career

opportunities for its employees.

The company featured amongst the top 10 companies in ‘Business Today Best Company to

Work for” and once again achieved the “2010 Gallup Great Workplace Award”. It also featured

amongst the top 4 large companies in a study of the “Great Places to Work.” Apart from that

Aon Hewitt survey also rated it amongst the top five companies in India. All these awards give a

lot more weightage to the commitment which Airtel put in to take care of its employees.

In the annual report of 2010-11, Sunil said that people are the strategic driver of Bharti group,

especially after entering in African continent. The endeavour has always been to promote the

local talent in overseas market. As a part of global talent management program they are

complemented by the selective induction of expat. Cross-pollination strategy is also being

implemented with the help of talent exchange program between India and Africa.

The efforts of Human Resource have paid a lot of dividend to Airtel as it has a large pool of

talented and loyal employees who have contributed significantly in the outstanding performance

of Airtel in last fifteen years.

Performance of Airtel

Success Mantra: Focus on core competencies, outsource the rest

The performance of Bharti has been a mixed one during the last few quarters. During the

4QY2012, the operating margin of company was above expectations. The profitability decreased

due to forex losses and interest expenditure. However, company has maintained its leadership

position in Indian market with increasing subscriber base.

18

The above graphs show a continuous increase in number of subscribers, revenue, EBITDA and

Book value per equity share in last 6 years. (Bharti Airtel Annual Report, 2012)

A comparison of financial reports showed that there has been a decline of 14.34% in the net

profit at Rs. 1574.30 crore for the quarter ended 31st March, 2012 as compared to Rs. 1837.90

crore for quarter ended 31st March, 2011. It is the ninth straight quarter of falling profits but it is

mainly due to the higher amortisation and interest cost made in its 3G network investments,

fluctuating rupee (Tripathy, 2012). Overall, net profit of Airtel declined by 29.6% YoY to Rs.

4259 crore from Rs. 6,047 of last year. The decline in profit can be explained due to competition

and the focus on rural market but as long as the total income and subscriber base is increasing

and looking at the past performance of Airtel we can predict that this decrease in profit should

not be a long term issue.

However, a revenue increase of 10.78% was noticed for the quarter just ended as compared to

the same quarter last year. The net income was recorded Rs. 71,451 crore which is an increase of

20% as compared to the net income Rs. 59,538 of previous year. Additionally, key performance

indicators of the industry which include minute of usage, average revenue per minute (ARPM),

19

average revenue per user (ARPU), subscriber addition show a significant improvement (Ghosh,

Airtel Results Point to Turnaround, 2012).

The following table compares the performance of Airtel in 2012 with 1996. It is quite obvious

that Airtel has grown tremendously in last 16 years.

Apart from quantitative analysis, Airtel continues to add new services which promise to show a

growth in the coming years. Recently, Airtel was first to launch 4G services in India starting

with Kolkata and Bengaluru. Massive investment has been made in 3G, 4G, and Airtel Africa

over the last couple of years.

Company is looking for revenue of $5 billion and 40 per cent EBITDA from its African business

as the restructuring for Africa is completed and hopefully FY 13 should be a normal year for

Airtel Africa (PTI, 2012).

Recommendations

1. Although Airtel is already doing all those things which seem to be right at the moment,

however, some issues need to be taken seriously which might hamper the growth of company

in future. The first area of concern is declining profit. Therefore, Airtel should take this

seriously as it may negatively affect the shareholders confident in the long term.

20

2. Secondly, Bharti Airtel seems to be getting distracted due to its African business which may

result an opportunity for competitors in India. Although African business is necessary for its

global expansion but Indian market remains the biggest and most important market for Bharti

Airtel.

3. Third area of concern is the recent recommendations put forward by Telecom Regulatory

Authority of India on spectrum auction. TRAI has recommended that a minimum base price

of Rs. 18,110.90 crore for 5 MHz of 2G spectrum in the inferior 1,800 MHz band be set for

the airwaves to be auctioned. Further, only 5MHz in blocks of 1.25MHz should be auctioned

to all eligible firms. These recommendations may increase the call rates in the country and it

will not remain viable for telecom companies to operate the business (Ghosh, Livemint,

2012). Top leadership of Bharti along with the top leaders of other players should talk to

government to find out a feasible solution.

4. Despite launching 3G services in India, Airtel has not met the expectations of its customers

and poor 3G services will affect even those customers who have been using Airtel for years.

3G and 4G services are next generation services which will see a growth in next few years.

Any competitor providing reliable service may take the advantage of first mover.

Conclusion

It is quite evident from the entire discussion that even a small start-up company with strong

leadership and excellent organizational behaviour can become a global company in a very short

period of time.

Despite all these issues mentioned above, Airtel has the resources to withstand any challenge

posed by these problems and future outlook of the company seems very positive. It can be easily

said Bharti Airtel is one company of India which gives a promise of growth in the future as well.

After creating a mobile revolution in India, Airtel hopes to play a leadership role in the wireless

revolution as well. The expansion into African continent makes it a truly global company and

successful diversification into other businesses promises about a better future for Bharti group.

All this has been achieved due to a highly motivating leadership and commitment of employees.

The future outlook of Bharti Airtel looks promising with future growth potential of 3G, 4G and

wireless sector.

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Tripathy, D. (02 May, 2012). Bharti Airtel Results. Retrieved 13 May, 2012, from Reuters:

http://in.reuters.com/article/2012/05/02/bharti-airtel-results-idINDEE84103020120502