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Academic literature on the topic 'BHARTI AIRTEL'

Author: Grafiati
Published: 11 September 2023

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Journal articles on the topic "BHARTI AIRTEL"

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Pandey, Neeraj, and Anish Kumar. "Responding to 4G telecom pricing war: ignore, accommodate or retaliate." Emerald Emerging Markets Case Studies 8, no. 2 (June 26, 2018): 1–23. http://dx.doi.org/10.1108/eemcs-11-2017-0251.

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Subject area Marketing, Pricing, Strategic marketing. Study level/applicability The case is developed for an MBA-level program. Case overview In May 2017, the telecom industry in India witnessed an intense price war over 4G (fourth generation) data prices. Gopal Vittal, CEO of Bharti Airtel was exploring various options on how best to respond to the situation. He had to take a final call regarding Bharti Airtel’s marketing team’s counter move to tackle this price war by Jio – should Bharti Airtel ignore it, accommodate it or retaliate with even lower prices? Bharti Airtel strongly believed that Jio pricing structure had violated “fair pricing” norms, and its pricing was anti-competitive. It had filed a case with the Telecom Regulatory Authority of India (TRAI) and the Competition Commission of India (CCI) to restrain Jio from further giving “free” promotional offers and penalize it for it. Could the legal recourse by Bharti Airtel dampen Jio’s consistent subscriber growth rate? Expected learning outcomes The case provides the students with an insight into how the competition focused on pricing happens in the telecom industry. The pricing war affects the profit margin of all competing companies. It changes the customer reference point for evaluating the competing products and services. The students would also learn practical applications of positive-sum pricing, pricing war, fair pricing and legal aspects of pricing. This case provides the students with an opportunity to understand the pricing war and how to respond to it in a particular situation; understand positive-sum pricing and negative-sum pricing in telecom industry context; understand legal aspects of pricing; and how to leverage data for gaining newer customer insights. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.
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Pandey, Neeraj, and Gaganpreet Singh. "Value communication: low-cost marketing initiatives for “Guru Ki Bani 58282”." Emerald Emerging Markets Case Studies 3, no. 3 (June 28, 2013): 1–9. http://dx.doi.org/10.1108/eemcs-04-2013-0025.

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Subject area Pricing, digital marketing, marketing management and strategic marketing. Study level/applicability The case can be used for pricing or digital marketing courses as well as marketing management courses to MBA students and/or for management development programmes. Case overview Goldfinch Mobile Solutions, a Hong-Kong based value added services (VAS) and gaming platform provider, had an exclusive tie up with Bharti Airtel in India for providing value added voice applications on an interactive voice response system (IVRS) platform. The Goldfinch flagship service is “Guru Ki Bani” which may be subscribed to by dialing the short code 58282. This “58282” service has a repository of all Sikh religion daily prayers, religious songs, teachings, stories from Guru's life and similar information that is derived from the Sikh Holy book Guru Granth Sahib Ji. As per mutual agreement between Goldfinch Mobile Solutions and Bharti Airtel, the telecom operator had the responsibility to promote Goldfinch's Guru Ki Bani service amongst its subscriber base through its below the line (BTL) promotional channels such as short messaging service (SMS), outbound calls, cell information, notification SMS after call and above the line (ATL) activities such as posters, leaflets, print, promoters, regional TV, outdoors, etc. The revenue sharing arrangement between Airtel and Golfinch was in the ratio of 75 percent and 25 percent. However, with recent changes in the policies of Telephone Regulatory Authority of India (TRAI), promotional marketing used by telecom operators has been constrained. Declining customer share, decreasing profits (after Bharti Airtel halted promotions) and increasing organization cost per customer have made MD and CEO Mr Newton Bubber think of various options including low-cost marketing initiatives besides digital marketing to promote Guru Ki Bani services. Value communication to its huge potential customer base, i.e. 184.19 million Bharti Airtel subscribers was another challenge facing Mr Newton and his marketing team at Goldfinch. Expected learning outcomes The case enables students to learn the concepts and application of value creation, effective value communication, price waterfall analysis, importance of costing parameters in pricing decisions, low-cost marketing strategies and digital marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Anand, Manoj, and Jagandeep Singh. "AGR Challenge for Bharti Airtel and Vodafone Idea." Vision: The Journal of Business Perspective 25, no. 2 (May 16, 2021): 233–55. http://dx.doi.org/10.1177/0972262921991932.

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In 2018, India had 1.2 billion subscribers, and it was the second largest telecommunications market in the world. The industry had witnessed the emergence, ascendency, and dominance of private sector players during the last two decades. The telecom sector was characterized by a growing wireless user base and Internet subscriber base. The dwindling average revenue per user (ARPU) in the mobile telephony segment and the declining average cost to subscriber per GB of data were manifestations of the intense rivalry in the sector which had led to price wars among incumbent players. The Supreme Court of India’s judgement on Adjusted Gross Revenue (AGR) in October 2019 obligated the industry players to pay ₹1,470 billion as payment towards their licence fee and spectrum usage charges. Vodafone Idea and Bharti Airtel, two leading players, collectively owed 60% of the aforementioned liability. Declining revenue had already squeezed the profitability and liquidity of these companies. The AGR liability augmented their challenges.
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Banik, Arindam, and Tirthankar Nag. "Bharti Airtel and Zain: A Journey into New Territories." Global Business Review 17, no. 6 (September 20, 2016): 1510–15. http://dx.doi.org/10.1177/0972150916660643.

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Banik, Arindam, and Tirthankar Nag. "Bharti Airtel and Zain: A Journey into New Territories." Global Business Review 17, no. 6 (September 29, 2016): 1516–21. http://dx.doi.org/10.1177/0972150916660647.

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Chowdhury, Sahana Roy. "Bharti Airtel and Zain: A Journey into New Territories." Global Business Review 17, no. 6 (September 29, 2016): 1522–23. http://dx.doi.org/10.1177/0972150916660648.

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Anand, Priyanka. "Talent development and strategy at telecom major Bharti Airtel." Strategic HR Review 10, no. 6 (October 18, 2011): 25–30. http://dx.doi.org/10.1108/14754391111172797.

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PurposeThe aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.Design/methodology/approachThe paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.FindingsThe research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.Research limitations/implicationsThis research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.Originality/valueThe research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.
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Mukhopadhyay, Arunabha. "Case Analysis I: AGR Challenge for Bharti Airtel and Vodafone Idea." Vision: The Journal of Business Perspective 25, no. 2 (May 16, 2021): 256–57. http://dx.doi.org/10.1177/0972262921993601.

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Batra, Safal. "Case Analysis II: AGR Challenge for Bharti Airtel and Vodafone Idea." Vision: The Journal of Business Perspective 25, no. 2 (May 16, 2021): 258–60. http://dx.doi.org/10.1177/0972262921993602.

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Khan, Asma, and Anshu Choudhary. "Effect of Working Capital Management on Profitability of Bharti Airtel Limited." Asian Journal of Management 11, no. 1 (2020): 92. http://dx.doi.org/10.5958/2321-5763.2020.00015.3.

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Dissertations / Theses on the topic "BHARTI AIRTEL"

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NITI. "FUNDAMENTAL ANALYSIS OF MAJOR PLAYER OF TELECOM INDUSTRY." Thesis, DELHI TECHNOLOGICAL UNIVERSITY, 2021. http://dspace.dtu.ac.in:8080/jspui/handle/repository/18422.

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Books on the topic "BHARTI AIRTEL"

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Raaj, Sanjana. Study on Psychological Well Being at Bharti Airtel Ltd. , North East States and Assam (Nesa). Independently Published, 2020.

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Book chapters on the topic "BHARTI AIRTEL"

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Panigrahi, Prabin Kumar. "Business Intelligence at Bharti Airtel Ltd." In Reshaping Society through Analytics, Collaboration, and Decision Support, 249–66. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11575-7_17.

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Kumar, Anil, Mohan Balaji, Ujjwal Krishna, and Mohit Yadav. "Jio-Bharti Airtel Data War and Strategy." In Advances in Business Information Systems and Analytics, 171–79. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-4038-0.ch008.

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The chapter examines various viewpoints in regards to Reliance Jio and Bharti Airtel. This includes the entry of Jio in the telecom space along with the difference in the market Jio bought right after its introduction of the services for public. The focus area for the research has been the secondary sources. A complete understanding of both these companies has been taken into account for this study to pick up the points that both Jio and Bharti have been lacking upon and areas in which one has surpassed the other by attracting a new set of consumers into their family. The chapter as recorded by the facts presented through the Telecom Regulatory Authority of India Analytics Portal witnessed that Jio proved to have an upper hand in terms of the quality of service, which included data speed and tariffs. The other side of the story shows Bharti Airtel's lack of dominance in 4G experience delivery after Jio's entrance.
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Dixit, Kavaldeep, and Neha Jain. "Comparative Analysis of Marketing Communication Tools Adopted by Telecommunication Service Firms." In Advances in Marketing, Customer Relationship Management, and E-Services, 76–95. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0143-5.ch004.

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The increase in number of players in cellular telephony has raised the expectation level of customers compelling firms to devise strategies to gain competitive edge. Thus, the main objective of this research is to comparatively study employees and customer's awareness regarding marketing communication tools adopted by Bharti Airtel and Idea Cellular in eastern Rajasthan. In the present study communication tools pertaining to advertising, sales-promotion, personal selling, direct marketing, events and public relations have been considered and analyzed. The present research will also attempt to explore the sources of information referred to by customers while opting for telecommunication services. The study will involve a sample of 250 existent customers and 25 employees for Bharti Airtel and Idea Cellular respectively and the methodology employed will be structured questionnaire for customers and employees separately with reference to eastern Rajasthan. By identifying the strategic issues that affect customer decisions the present research will contribute to the understanding of the influence of communication tools on customers. It would also enable marketing managers to identify impact of these dimensions and to concentrate firm's efforts on those factors which enhance customer awareness. It is an exploratory study.
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Praveen, Roopa, Dilip Aher, and Nilesh Anute. "Indian Telecom Industry." In Indian Business Case Studies Volume V, 137–54. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192869418.003.0017.

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Abstract Leading Telecoms like Bharti Airtel, Vodafone, and many others have been the victim of difficult government policies, stringent taxations, penalty payments, license cancellations. With the overhead costs of providing wireless network increasing along with other issues, the telecom sector is ridden with problems sure to run them under. No respite from government, lenders to top it the supreme court order to pay back charges have been a clear indication of biased approaches to benefit couple of players, which is the crux of this case. What has to be seen in the analysis is whether this is truly a duopoly scenario or the other Telecom giants weren’t equipped to handle the competition. The business model is it sustainable or is there a better one?
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