15114376 business-model-of-airtel
DESCRIPTION
airtelTRANSCRIPT
![Page 1: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/1.jpg)
![Page 2: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/2.jpg)
VALUE PROPOSITIONFOR YOU• Mobile• Home Phones• Broadband and Internet• BlackBerry• Email on the go• Calling Cards• Wireless Network• Digital TV
FOR YOUR BUSINESS
• Data and IP solutions• Voice Solutions• Conferencing
AIRTEL 2
![Page 3: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/3.jpg)
![Page 4: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/4.jpg)
![Page 5: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/5.jpg)
![Page 6: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/6.jpg)
Suppliers Bargaining Power
6GROUP 7
![Page 7: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/7.jpg)
Untapped Potential
7
225.21206
140.398.4
7653
19.9
5.17.0
9.112.8
18.3
0
50
100
150
200
250
2002–03 2003–04 2004–05 2005–06 2006–07 2007–08 (asof June2007)
Sub
scrib
ers
(in m
illion
)
0
4
8
12
16
20
24
Tel
eden
sity
(in
per
cent
)
Telecom Subscriber Base Teledensity
Large number of additions in telecom subscribers
Low teledensity (depicting large untapped potential)
TelecomAdvantage
CAGR 40.4%
-- Rapid Urbanization -- Rising Income level
![Page 8: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/8.jpg)
Post Paid Connection - For Premium Segment
Pre-Paid Connection - For Middle income Segments
32 k Sim - For Large No. of Contacts – Mainly For Business Sector.
Low Priced and Youth Oriented schemes (e.g. Campus pack, Student pack)
Promotion In Regional Languages to Tap Rural Market
Value Added Services (eg. Callertune etc.) – Youth Oriented
Connection with Blackberry and other business customer oriented services.
Target Customers
![Page 9: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/9.jpg)
Focusing on Business Sector
• Data IP Solutions• Conferencing• Voice Solutions
Want to grab the potential of market of business sector by these services.
![Page 10: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/10.jpg)
11
• Strengths• Largest Telecom Player
in India - ~80Mn, 22.6%• Strategic Alliance with
other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel
• Pan India Presence• Strong Financials
![Page 11: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/11.jpg)
Strategy
• Airtel partnered with leading players in telecommunication players across the globe.
• It has managed to work with the best of domain specialists globally and emerge as a world class entity.
• Partnerships include operational contracts with marquee vendors and strategic investors ranging from private equity investors to global telecom giants.
![Page 12: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/12.jpg)
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.
![Page 13: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/13.jpg)
Future
• Customer service and experience• Capture home and SMB• Robust leadership pipeline to support growth
![Page 14: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/14.jpg)
Where is the Recession?
• Customer base – 6.4 crore• Market share – 23.8% as against 22.4%• Total revenues – Rs. 27,025 cr up 46% YOY
basis• Net Income – Rs. 6701 crores up 57% YOY• Cash Profit Rs. 11,137 crores up 52% YOY
![Page 15: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/15.jpg)
Just in
![Page 16: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/16.jpg)
Airtel - Strategy
MANTRA : Focus on Core Competencies and Outsource the rest!
Core Competencies
Product Innovati
on
VAS
Marketing and
Branding
Pricing
![Page 17: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/17.jpg)
Revenue Model
![Page 18: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/18.jpg)
![Page 19: 15114376 business-model-of-airtel](https://reader035.vdocument.in/reader035/viewer/2022070317/55693d31d8b42a2c788b4811/html5/thumbnails/19.jpg)
THANK YOU for your attention