Bharti Airtel Space Analysis

Topics: Mobile phone, Vodafone, Bharti Airtel Pages: 2 (440 words) Published: January 21, 2009
Space Analysis – Bharti Airtel

Stake holders and Strategic alliance with Sony-Ericsson, Nokia - and Sing Tel
Network in entire India
Supplies broadband & telephone services
Outsourcing to Industry experts
Failed deal with MTN could signal lack of real emerging market investment opportunity OPPORTUNITIES:
Tie up with Google
Global telecommunications and new technological brands see Airtel as strategic player
Focus on average revenue per minute well suited for India operations
Joint venture with Vodafone and Idea cellular to create a new independent tower company called Indus Towers. THREATS:
Vodafone acuisition of Hutch-Essar
Bharti Airtel could also be the target for the takeover vision of other global telecommunications players that wish to move into the Indian market

Competitive Advantage
-Market Share
Airtel has the highest market share among all the market players Thus, the score allotted is -0.06
-Product Quality
August 7, 2008: Bharti Airtel adjudged the 'Best Cellular Service Provider' and 'Best Broadband Service Provider' at the 2008 V&D 100 Awards. May 26, 2008: Airtel was honoured with the prestigious 'Wireless Service Provider of the Year' award at the 2008 Frost & Sullivan Asia Pacific ICT Awards. Score allotted is -0.23

Product life Cycle
The overall tele-density has increased to 31.5% in October 2008.Market has huge potential for penetration. Score allotted is -0.26
-Customer Loyalty
June 11, 2008: Airtel voted the 2nd Most Trusted Service Brand in the Annual Economic Times-Brand Equity, Most Trusted Brands survey RCOM is slightly better in application of funds Airtel wins the Platinum Trusted Brand Award in the Mobile Service provider category in the Reader's Digest Asia Trusted Brands Survey . Score allotted is -0.15

Environmental Stability (ES)
-Technological Changes
Sector subject to rapid technological changes and advancements Demand is for latest 3G cellular mobile...
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