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Strategic management of bharti airtel ;introduction,mission & Vission,PEST,Porters five force model,CPM,IFE,EFE,VRIN,Valuce chain analysis,balance scorecard,ansoff matrix,SWOT

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Strategic management of bharti airtel ;introduction,mission & Vission,PEST,Porters five force model,CPM,IFE,EFE,VRIN,Valuce chain analysis,balance scorecard,ansoff matrix,SWOT

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introduction,mission & Vission,PEST,Porters five force model,CPM,IFE,EFE,VRIN ,resource analysis,Value chain analysis,balance scorecard,ansoff matrix,SWOT(TOWS)

introduction,mission & Vission,PEST,Porters five force model,CPM,IFE,EFE,VRIN ,resource analysis,Value chain analysis,balance scorecard,ansoff matrix,SWOT(TOWS)

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Strategic management of bharti airtel ;introduction,mission & Vission,PEST,Porters five force model,CPM,IFE,EFE,VRIN,Valuce chain analysis,balance scorecard,ansoff matrix,SWOT

  1. 1. BHARTI AIRTEL By Group 9 Vishal Jamwal
  2. 2. INTRODUCTION  Industry-Telecommunications  Founded-7 July 1995[  Founder-Sunil Bharti Mittal  Area served- India, Sri Lanka, Bangladesh, and Africa  Products-Fixed line and mobile telephony, broadband and fixed-line internet services, digital television and IPTV  Revenue-₹966.021 billion (US$14 billion) (2016)  Operating income-₹341 billion (US$5.1 billion) (2016),Profit ₹54 billion (US$800 million) (2016),Total assets-₹2,248 billion (US$33 billion) (2016).  Number of employees-25,400(2016) https://en.wikipedia.org/wiki/Bharti_Airtel
  3. 3. MISSION & VISION STATEMENT  AIRTEL-“Hunger to win customers for life”  Vodafone- “To enrich customer’s lives through the unique power of mobile communications leader”.  REVISED MISSION STATEMENT-“To give customer right product, services at a competitive price and gaining customer satisfaction resulting in market leadership ” Components Customers Product/serv ice Markets Technology Concern for annual growth Self-concept Philosophy Concern for public image Concern for employees Bharti Airtel NO NO NO NO NO NO YES NO NO Vodafone YES YES NO YES NO YES YES NO NO
  4. 4. PEST ANALYSIS
  5. 5. PORTER’S FIVE FORCE ANALYSIS Supplier Bargaining Power: •Monopoly •Switching cost and T&Cs •Commoditization's Customer Bargaining Power: •Availability of alternatives •Market awareness • Preferences, etc. Threat of New Entry: •Reliance Jio offering free mobile and internet services Threat of Substitutes: •WIMAX allows VOIP which may be threat in future since ISP can operate it at low cost. Competitive Rivalry: •Merger of Vodafone & idea (42%MS) •Aircel & Telenor (Small % of MS)
  6. 6. COMPETITIVE PROFILE MATRIX CRITICAL SUCCESS FACTORS AIRTEL VODAFO NE RELIANCE JIO WEIGHT RATING SCORE RATING SCORE RATIN G SCORE Advertising 0.10 2.0 0.20 1.5 0.15 2.0 0.20 Productivity 0.10 3.0 0.30 2.5 0.25 2.0 0.20 Price competitiveness 0.15 2.5 0.375 2.0 0.30 2.0 0.30 Customer loyalty 0.30 3.5 1.05 3.0 0.90 2.5 0.75 Market share 0.25 3.0 0.75 2.0 0.50 3.0 0.75 Global expansion 0.10 2.5 0.25 1.5 0.15 1.5 0.15 1.00 2.92 2.25 2.35
  7. 7. EXTERNAL FACTOR EVALUATION MATRIXEXTERNAL FACTORS WEIGHTS RATINGS WEIGHTED SCORE COMMENTS OPPORTUNITIES O1: Growth of service industry .10 3 0.3 India is a service economy and also service industry is growing rapidly O2: Rural Market Expansion .20 2.5 0.5 Rural Indian Market is untapped in terms of 3G and 4G services. O3: Payment Bank .20 3 0.6 Airtel recently launched payment bank which provides an interest rate of 7.25% on saving accounts O4: Strategic Partnership .10 2.5 0.25 Airtel is a strategic partner of Apple, Xiomi and Blackberry for network service. THREATS T1: Mobile Number Portability(MNP) .25 3 0.75 MNP is a major threat for all the telecom operators in today’s context T2: Fierce competition from new entrants .25 3 0.75 Reliance Jio has created a scenario of fierce price war in the telecom market. 1 3.15
  8. 8. RESOURCES ANALYSIS (VRIN MATRIX) Tangible resources V R I N Physical resources Customer base, Telecom license, office,building,industry. Yes No Yes No Financial Resources Fixed Assets,Dividend offered, Yes No No No Technological resources 4G,3G widest network,Broadband,DTH Yes No NO No Organisational resources Formal Planning, controlling and coordinating system Yes No No No
  9. 9. Intangible resources V R I N Human & intellectual resources Rewards& recognition system for employees,Perks ,best in industry incentives. Yes No No Yes Brand co. Image ,reputational assets Reputation with suppliers for pursuing mutually beneficial relationship, for paying on time and working together. Reputation with customers or brand name for quality, reliability and fitness for purpose. Yes High Low Low Relationships Distributor ,dealers ,Institutions relation building Yes Yes No Yes Company Culture & Incentive system PACE(progressive assessment of culture and environment) Yes No No No
  10. 10. VALUE CHAIN ANALYSIS
  11. 11. INTERNAL FACTOR EVALUATION MATRIX(IFE) INTERNAL FACTORS WEIGHT RATING WEIGHTED SCORE STRENGTHS S1:Widest 4g Network Coverage 0.20 3.5 0.70 S2: High Brand visibility 0.15 3.0 0.45 S3: superior network quality and reliability 0.25 3.5 0.87 WEAKNESSES W1: Outsourcing Operations 0.20 2.0 0.40 W2: Africa acquisitions 0.20 2.5 0.50 1 2.92
  12. 12. BALANCE SCORECARD OF “BHARTI AIRTEL” OBJECTIVES MEASURE TARGETS INITIATIVES  Price  Quality  Service  Availability  Brand  Indian Rupees  Call drops  TAT,VAS  Distance  Awareness,Recall  Competitive pricing  Optimizing networks  Multichannel support  Increased accessibility of stores  Paid social marketing ,Referral programs  Infinity plans-1199(Free calls,3G/4G)  Total 88,808 towers setup in 2016  Live chat, Self help desk introduced  1000 COCO stores to be opened in 2016.  7485 million spent on advertisement and marketing CUSTOMERS
  13. 13. LEARNING & GROWTH OBJECTIVES MEASURES TARGETS INITIATIVES 1.Empower workforce Employee satisfaction rating Increase span of control Employee training related to both individual and corporate self improvement 2.Integration of employee and organisational goal Employee productivity Increase revenues and margin Employee participation and suggestion programme to build teamwork 3.Improving capabilities for delivering values to customer Customer retention Increasing customer subscription rate Have supervisors act as coaches rather than decision makers
  14. 14. FINANCE OBJECTIVES MEASURES TARGETS INITIATIVES Cash Flow Rupees Positive cash flow statements Electronic payments ,Pay suppliers Less. Capital Employed Rupees Growth rate of 13% Reducing costs, increasing sales, and paying off debt or restructuring financing Financial Results Rupees Growth rate of 6-7% Reduce operating cost, reduce churn rate ,Increase ARPU, Diversification like Airtel Payment bank
  15. 15. Company’s Performance Backward integration Horizontal Integration Forward Integration  WBSL acquisition(May12)  Augere wireless(Decmber15)  MTN group(May08)  Zain(june10)  Warid Bangladesh and robi(Jan10)  COCO ,COFO stores Market penetration • Using 4G services airtel has penetrated more into data market. Product development • Airtel dropped its prices when competition increased. • There is inverse relation between competitor and price. Market development • Developing more services. • Rural data marketing . Diversification • First mobile Payment Bank services • Premium offers to customers related to data (Infinity plans) Ansoff’s Matrix
  16. 16. SWOT(TOWS) MATRIX Internal Factors (IFAS) External Factors(EFAS) Strengths(S) S1: 4G network . S2: Vast distribution network (wide range of retailers and outlets). S3: Throughput is more in comparison . S4: Customer loyalty (225 million). Weaknesses(W) W1: Perception regarding offers. W2: Claim Problem of retailers. Opportunities(O) O1: Rural data marketing . O2: Use customer base for Mobile Payment Bank services. SO Strategies S4O2:Using vast customer base for mobile payment bank services WO Strategies W1O1:Expanding rural data market reducing customer perception of offers. Threats(T) T1: Online recharge. T2: Pricing . ST Strategies S13T2:Pricng for 4G should be competitive . WT Strategies W2T1:Giving claims to retailers with respect to online recharge claims .

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