To see the other types of publications on this topic, follow the link: BHARTI AIRTEL.
Journal articles on the topic 'BHARTI AIRTEL'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 33 journal articles for your research on the topic 'BHARTI AIRTEL.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full text
5
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.
Full text
6
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.
Full text
7
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.
Full textAbstract:
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.
8
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.
Full text
9
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.
Full text
10
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.
Full text
11
Pandey, Satyendra C., and Pinaki Nandan Pattnaik. "Mandatory CSR and organizational compliance in India: The experience of Bharti Airtel." Global Business and Organizational Excellence 36, no. 6 (August 8, 2017): 19–24. http://dx.doi.org/10.1002/joe.21810.
Full text
12
Raza, Danish. "Financial Performance of Indian Telecom Industry: A Comparative Study of Bharat Sanchar Nigam Limited and Bharti Airtel." Asian Journal of Research in Business Economics and Management 5, no. 4 (2015): 135. http://dx.doi.org/10.5958/2249-7307.2015.00094.8.
Full text
13
AnithaRajathi, Dr V. M., and Siva M. "A Study on Service Quality and Customer Satisfaction in Bharti Airtel at Tiruchirappalli Region." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 2150–53. http://dx.doi.org/10.31142/ijtsrd11313.
Full text
14
Tushar R., Ajmera. "Financial Indicators of Selected Service-Provider Companies of Telecommunication Sector in India: An Empirical Study." Journal of Advanced Research in Economics and Administrative Sciences 1, no. 1 (August 23, 2020): 23–31. http://dx.doi.org/10.47631/jareas.v1i1.16.
Full textAbstract:
Purpose: The aim of this article is to measure profitability of selected services provider companies of telecommunication sector in India. The study also aims to identify liquidity and solvency of the selected services provider companies of telecommunication, and how these indicators determine their management efficiency.
Approach/Methodology/Design: In this study, three service-provider telecommunication companies operating in India were selected. The study period is from 2013-14 to 2017-18. The criterion for selection of samples is market capitalization in which higher capitalized companies are selected like Bharti Airtel, Tata Communication and Reliance Communication. In this study ratio analysis is used as accounting tool, and One-way Anova technique is used as statistical tool for the identification of difference between the sample means.
Findings: The major findings of the study indicate that Bharti Airtel and Tata Communication are in a better financial soundness as compared to Reliance Communication. In addition, the results of the study reveal that Reliance Communication suffered huge losses during the study period.
Practical Implications: The study examines the status of the telecommunication sector with the current rules and regulations provided by government. It also assess the financial condition of the selected telecommunication companies, providing a systematic evaluation based on certain financial indicators that can help investors make relevant decisions.
Originality/value: The financial indicators are important figures which give an overview about the financial health of any particular organization. There are number of financial indicators which are employed to identify the fair and true picture of organization. Profitability, liquidity and solvency ratios are one method for the identification of financial strength or weakness out of number of methods.
15
Shukla, Archana, and R. Srinivasan. "Six Sigma Implementation at Bharti Infotel." Asian Case Research Journal 11, no. 02 (December 2007): 367–84. http://dx.doi.org/10.1142/s0218927507000953.
Full textAbstract:
Bharti Airtel Limited was a leading private sector provider of telecommunication services in India, with a customer base of 8.73 million as of July 2004. The company had two branch companies — Bharti Infotel (that dealt with fixed line, long distance, and enterprise services) and Bharti Cellular (that dealt with mobile telephone services). This case is about the six sigma implementation at Bharti Infotel. The case briefly discusses the business imperatives in the fast changing Indian telecommunications industry. The industry was a monopoly for over half a century after independence and had recently been deregulated with the private players competing with the state-owned BSNL. The industry had exploded in the recent years with increasing number of players, falling tariffs, and improving technology. Stiff competition in the industry meant that any competitive action by a company was immediately imitated by others. Therefore the only sources of competitive advantage in the industry were “quality of service” and “speed”. This case discusses the various steps in the implementation of six sigma quality management system in the company. The company had already implemented Business Process Management Systems (BPMS) and had begun monitoring their performance on the Non-Financial Parameters (NFPs). The six sigma initiative was expected to leverage on these initiatives. Following the six sigma initiative was the Knowledge Management (KM) initiative that was intended to help share the best practices and learning from the six sigma projects across the entire organization. This case highlights the contribution of the six sigma quality management initiative to the company's business strategy, and helps students analyze the process of implementing and institutionalizing the six sigma initiative. The case enables the readers to appreciate the business benefits of six sigma implementation and how it fosters innovation.
16
B S, Anusha. "Evaluation of FCFF in Post Acquisition - A Case Study of Bharti Airtel acquiring Zain Africa." International Journal for Research in Applied Science and Engineering Technology 6, no. 6 (June 30, 2018): 1292–96. http://dx.doi.org/10.22214/ijraset.2018.6189.
Full text
17
Dhir, Sanjay, Viput Ongsakul, Zafar U. Ahmed, and Rishabh Rajan. "Integration of knowledge and enhancing competitiveness: A case of acquisition of Zain by Bharti Airtel." Journal of Business Research 119 (October 2020): 674–84. http://dx.doi.org/10.1016/j.jbusres.2019.02.056.
Full text
18
Jain, Shruti, Alok Mittal, and Jayant Sonwalkar. "Human Resource Development Strategies in Indian Telecommunication Industry with Special Reference to Bharti Airtel Limited-An Empirical Study." LBS Journal of Management & Research 16, no. 1and2 (2018): 28. http://dx.doi.org/10.5958/0974-1852.2018.00004.4.
Full text
19
Reddy, K. S., En Xie, and Yuanyuan Huang. "The causes and consequences of delayed/abandoned cross-border merger & acquisition transactions." Journal of Organizational Change Management 29, no. 6 (October 3, 2016): 917–62. http://dx.doi.org/10.1108/jocm-10-2015-0183.
Full textAbstract:
Purpose Drawing attention to the significant number of unsuccessful (abandoned) cross-border merger and acquisition (M&A) transactions in recent years, the purpose of this paper is to analyze three litigated cross-border inbound acquisitions that associated with an emerging economy – India, such as Vodafone-Hutchison and Bharti Airtel-MTN deals in the telecommunications industry, and Vedanta-Cairn India deal in the oil and gas exploration industry. The study intends to explore how do institutional and political environments in the host country affect the completion likelihood of cross-border acquisition negotiations. Design/methodology/approach Nested within the interdisciplinary framework, the study adopts a legitimate method in qualitative research, that is, case study method, and performs a unit of analysis and cross-case analysis of sample cases. Findings The critical analysis suggests that government officials’ erratic nature and ruling political party intervention have detrimental effects on the success of Indian-hosted cross-border deals with higher bid value, listed target firm, cash payment, and stronger government control in the target industry. The findings emerge from the cross-case analysis of sample cases contribute to the Lucas paradox – why does not capital flow from rich to poor countries and interdisciplinary M&A literature on the completion likelihood of international takeovers. Practical implications The findings have several implications for multinational managers who typically involve in cross-border negotiations. The causes and consequences of sample cases would help develop economy firms who intend to invest in emerging economies. The study also offers some implications of M&A for telecommunications and extractive industries. Originality/value Although a huge amount of extant research investigates why M&A fail to create value to the shareholders during the public announcement and post-merger stages, there is a significant dearth of research on the causes and consequences of delayed or abandoned national and international deals. The paper fills this knowledge gap by discussing an in-depth cross-case analysis of Indian-hosted cross-border acquisitions.
20
Khan, Tasneem, Mohd Shamim, and Mohammad Azeem Khan. "Leverage strategies of Indian telecom sector: a dynamic panel data approach." Indian Growth and Development Review 15, no. 1 (March 9, 2022): 139–64. http://dx.doi.org/10.1108/igdr-03-2021-0045.
Full textAbstract:
Purpose The purpose of this paper is to examine the optimal leverage ratio, speed of adjustment, and which factors contribute to achieving the target of selected telecom companies in a partial adjustment framework from 2008 to 2017. Further is to analyze the likelihood of bankruptcy of sample companies by Altman Z-Score model and to suggest which theory of capitals structure is better in explaining leverage strategies and judicious mix of debt and equity structure of the selected telecom companies. Design/methodology/approach This paper chooses a partial adjustment model and uses the generalized method of moments technique to identify the variables that influence the target leverage ratio and the factors that influence the speed at which the target leverage is adjusted. Second, the Altman Z-score model is used in this paper to research the financial status of telecom companies using financial instruments and techniques. Findings For Indian telecom firms, firm-specific variables such as profitability, NDTS and Z-score lead to greater debt adjustment towards optimal level target leverage. The paper also highlights new paradigms in the Indian telecom sector, stating that top market leaders such as Bharti Airtel, BSNL, Idea, Vodafone and R.com, among others, should focus on debt reduction and interest payments, as well as implement new strategies to solve the crisis and change financial policies. Research limitations/implications It mainly focuses on firm-specific variables because the firm-specific variables affect the leverage framework. The country-specific variables are not taken into the study. These results may be unique to telecom companies due to some peculiarities existing in the telecom sector in India. Although other sectors, both national and international level, can be taken into consideration. Practical implications This paper has ramifications for corporate executives, investors and policymakers in India, for example, in terms of considering different transition costs while changing a telecom company’s financing decisions. Originality/value To the best of the authors’ knowledge, this is the first paper of its kind to look at both financial and econometric tools to assess financial performance using the Altman Z-Score model, as well as decide leverage strategies and the pace with which they can be adjusted to target leverage in the context of Indian telecom companies.
21
Khandelwal, Pankhudi. "Mechanism for Resolving Jurisdictional Conflicts between Competition Commission & Sector Regulators by the Supreme Court of India in CCI v. Bharti Airtel: A Possible Approach for the Current EU cases in the Digital Sphere." Journal of European Competition Law & Practice 11, no. 5-6 (May 2020): 287–93. http://dx.doi.org/10.1093/jeclap/lpaa025.
Full text
22
Mondal, Rima, and Nivisha Singh. "Managing natural monopolies: interplay of the regulator and telecom companies in India." Emerald Emerging Markets Case Studies 11, no. 2 (June 23, 2021): 1–32. http://dx.doi.org/10.1108/eemcs-06-2020-0240.
Full textAbstract:
Learning outcomes The learning outcomes of this paper are as follows: to understand the characteristics of a natural monopoly such as telecommunications sector and impact of “network externality”; to understand the role of a regulator in maintaining a balance between competition and consolidation of telecom sector; to understand the importance of first-mover advantage in telecom sector and coping mechanism of late entrants; to understand different pricing mechanisms of “natural monopolies” that can be adopted to remain profitable; to understand social cost of price floor in telecommunications sector. Case overview/synopsis Indian telecom sector is going through a downturn where most of the private sector telecom service providers have reported huge losses, failed to pay adjusted gross revenue (AGR) dues and reported decline in average revenue per user over a period of 3–4 years. Fierce competition in the sector leads to rock bottom calling and data charges. Bharti Airtel benefitted for being the first mover in terms of market share but with entry of JIO in 2016, the service providers have entered a price war. As a result, service providers have requested Mr. R.S. Sharma, Chairman of Telecom Regulatory Authority of India (TRAI) to come up with a floor on calling charges and requested the government for a bailout package. Currently, Mr. R.S. Sharma, Chairman TRAI is facing a dilemma whether to regulate and come up with a floor on calling and data charges or leave the sector for market correction. Mr. Sharma can also recommend to amend the definition of AGR. Telecommunications sector exhibit the characteristics of a natural monopoly where there is a need of a regulator to introduce “competition for the sector” and “competition in the sector.” In India, TRAI is the regulatory body responsible for introducing “competition for the sector” by auction and “competition in the sector” by deregulating calling and data charges, maintaining at least three private and one public service provider, decreasing “switching cost” of the customers, etc. The case deals with the issues of why there is a need of a regulator in natural monopolies, how different chairmen of TRAI have successfully introduced competition “for” and “in” the sector, and how Indian telecom sector went through a downturn? What should TRAI do to maintain competition in the sector? Complexity academic level The case deals with the issue of managing telecommunications sector (a natural monopoly) by a regulator in the context of India. The regulator had successfully introduced “competition in the sector” and “competition for the sector.” This led to sharp increase in subscriber base and decrease in calling and data charges. Presently, fierce competition in the sector has left the service providers cash crunched. The case deals with the dilemma faced by the chairman of the regulatory body in India on whether the regulator should come up with a price floor or market correction. Study level: MBA, Executive MBA. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 10: Public sector management.
23
Gupta, Atul, and Stef Nicovich. "Vodafone India: the Indian wireless industry." Emerald Emerging Markets Case Studies 9, no. 3 (November 21, 2019): 1–24. http://dx.doi.org/10.1108/eemcs-06-2018-0134.
Full textAbstract:
Learning outcomes From a pedagogical point, the case may fulfill following objectives: First, to understand Vodafone’s position in the current environment. Does the environment present the elements that are necessary for them to thrive (as analyzed using a PESTEL framework)? Second, to understand the resources needed to build competitive advantage in an emerging market context (as analyzed using the Porter five forces model); and third, to understand the competitive challenges of conducting business in a highly (and sometimes capriciously) regulated industry. Case overview/synopsis The Indian Telecommunication sector is one of the fastest growing industries in the world. There are nine telecom operators who are pioneering this growth; however, five private companies: Bharti, Idea, Reliance, Aircel and Vodafone make up 78.86 per cent of the market. These five companies have the opportunity to increase their market share by expanding the services provided to rural India; however, the Indian Tax Authorities have caused some hesitation. Aside from being known as heavy handed and unpredictable, the authorities have also demanded that Vodafone pay them billions in taxes. These court cases have challenged the way that other telecom operators look at investing. The arrival of Reliance Jio as a new player in the Indian wireless space with deep pockets has not helped the already fierce competitive landscape. Reliance Jio is forcing all wireless companies including Vodafone to reevaluate their India strategy. Complexity academic level This case could be used in both MBA and executive education programs. 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 11: Strategy.
24
Sahay, Arvind, and Tara Tiwari. "Airtel: Pricing in the Cannibalisation Era and Transition to Data." Indian Institute of Management Ahmedabad, October 5, 2018, 1–20. http://dx.doi.org/10.1108/case.iima.2020.000118.
Full textAbstract:
On October 1, 2017, Gopal Vittal, Managing Director and Chief Executive Officer-India and South Asia, Bharti Airtel, was in his New Delhi office reviewing current trends and Airtel's position in Indian Telecom. His primary concern was the shifting data consumption trend in the Indian Telecom Industry (Exhibit 1) and the disruptive changes that were impacting pricing and profitability since the entry of Reliance Jio Infocomm Limited (Jio) in September 2016. Data consumption in Indian telecom had started increasing exponentially after the entry of Jio who offered lifetime free voice services followed by rock-bottom data tariffs. As Vittal reviewed the data, he wondered if the voice market through a non-VOIP provision was now saturated and would rapidly decline. He was also concerned about the price and revenue implications for Airtel. How might the voice market evolve? How should he act on the pricing front to enable Airtel revenues to continue to grow in the context of what appeared to be predatory pricing by Reliance Jio?
25
"Impact of job Satisfaction on Relationship Between Employee Performance and Human Resource Management Practices Followed by Bharti Airtel Limited Telecommunication with Reference to Moradabad region." International Journal of Recent Technology and Engineering 8, no. 3S2 (December 10, 2019): 493–98. http://dx.doi.org/10.35940/ijrte.c1113.1083s219.
Full textAbstract:
In this research, the goal was to establish a relationship between employees in Bharti Airtel Limited Telecommunications between human resources practice and employee performance. The goal was also to explore the moderating role of job satisfaction in the interaction between human resources activities such as the workforce, compensation, and equity and work efficiency. Staff of Bharti Airtel Limited Communications, Moradabad, Uttar Pradesh, was included in the study population. The sample size is 362 and was selected randomly. 462 employees were furnished with the questionnaires, 362 of which had been collected. The research obtained the following results: an important relationship exists between the work environment and the performance of the employees. There is an important connection between the performance of employees and rewards. The connections between fairness and the performance of employees are significant. The relationship between working conditions and fairness and the performance of employees is affected by job satisfaction. Nevertheless, the relationship between reward and the performance of workers does not affect it. On the basis of the research findings, many practical and theoretical implications have been discussed.
26
S M, Sakthi, Thenisha S, Roshini R S, Dharani kumar A B, and Kishore Ananth N. "NETWORK STRENGTH COMPARISON BY REGION." International Journal Of Trendy Research In Engineering And Technology 06, no. 03 (2022). http://dx.doi.org/10.54473/ijtret.2022.6304.
Full textAbstract:
This paper gives an overview of Network Comparison and its Security. Security measures taken on different protocols, standards, techniques and systems are discussed in this paper. A brief introduction about the security and the protocols are also given. For visualisation, we have used Power BI for the comparison of datasets. We have compared the network speeds of airtel, Jio, Vodafone and idea. Airtel is the fastest network in India, and the number 1 network in India is Reliance Jio. Reliance Jio topped the 4G speed chart with data download rate of 20.8 megabit per second (Mbps), while Vodafone was ahead of others in upload speed at 6.5 Mbps in November, according to the latest data update of telecom regulator Trai. Jio recorded more than double the download speed of its closest competitor Vodafone. Vodafone recorded download speed of 9.8 Mbps in November, according to Trai's data updated on December 10. It was followed by Idea and Bharti Airtel with download speed of 8.8 Mbps and 8 Mbps, respectively. Although airtel is the fastest 4G network in India, majority of the people subscribe to Reliance Jio network because of its affordable and cheap data plans with long day plan validity.
27
Modi, Trusha. "Predatory Pricing and Non-Dominant Entities: Revisiting Bharti Airtel v. Reliance Jio Case." SSRN Electronic Journal, 2023. http://dx.doi.org/10.2139/ssrn.4498168.
Full text
28
Pandey, Amitabh, and Prof Manjula Jain. "MEASURING THE RELATIONSHIP BETWEEN CORPORATE SOCIAL RESPONSIBILITY AND CORPORATE IMAGE: A CASE STUDY OF BHARTI AIRTEL LTD. AND BHARAT SANCHAR NIGAM LTD (BSNL)." SMS Journal of Enterpreneurship and Innovation 5, no. 1 (March 30, 2018). http://dx.doi.org/10.21844/smsjei.v5i1.15136.
Full textAbstract:
Quite evidently organizations make extra efforts to generate a good image in order to ensure customer loyalty and good word of mouth which finally culminates in increased revenues and profitability. Corporate image of the company indicates the corporate identity, marketing communications and individuality of the company. The corporate image is based on the feelings, beliefs and perception the customer and other businesses have in totality about the organization and its various brands. Corporate image is highly influenced by the CSR activities performed by the company for the benefit of the society. The customers get more inclined towards a company which performs various CSR activities, and show concerns towards the social causes, environment and raising standards of the society at large, providing quality services which have no harm on the environment. Positive corporate image is a long time asset for the organisations irrespective of their size. In context of Indian telecom sector, very few studies are available where researchers have identified the various areas of corporate social responsibilities or have measured the connection between CSR and corporate image. This study has been conducted to addresses this research gap .The main purpose of the study is to measure relationship between corporate image and corporate social responsibility of the telecom companies and facilitates comparison of the CSR activities of the two companies in the sample i.e. Bharti Airtel Ltd and Bharat Sanchar Nigam Limited. The sample size of the study is 1000 customers comprising 500 Airtel and 500 BSNL customers each. The study reveals that corporate social responsibility is found to be significant predictor of corporate image of the telecom company. Indulgence of the telecom companies in CSR activities lead to making a positive and sustainable image of the company in the market and proves it to be adding to organisational citizenship behaviour.
29
Dhananjay Mani Tripathi. "MERGER OF VODAFONE AND IDEA." EPRA International Journal of Multidisciplinary Research (IJMR), March 27, 2023, 256–58. http://dx.doi.org/10.36713/epra12740.
Full textAbstract:
The Vodafone-Idea merger, the largest merger in the history of the Indian telecom industry, was an attempt to address the growing dominance of Reliance Jio, which started offering free services, thereby gaining a significant market share. The primary aim of the merger was to instill confidence in the telecom companies during a price war. The merger of Vodafone and Idea had a significant impact on the telecom sector, surpassing Bharti Airtel to become the largest cellular service provider in some markets and the second-largest in others. This paper discusses the reasons behind the merger, the conditions of the merger and the impact of the merger on telecom industry. KEYWORDS: Vodafone, Idea, Merger, Reliance Jio, Telecom Industry.
30
Moinoddin, Mohammad Khaja. "MERGERS IN BANKING SECTOR WITH SPECIAL REFERENCE TO SBI - A CASE STUDY." Interscience Management Review, July 2011, 147–52. http://dx.doi.org/10.47893/imr.2011.1093.
Full textAbstract:
In the previous few years, Asian country had witnessed a considerable lag within the mergers and acquisitions (“M&A”) activity. within the year 2014, Indian firms were concerned in transactions value $ thirty three billion whereas within the year 2015, the worth of M&A activity saw a dip to $ twenty billion. it's forecasted that 2016 can see heightened world M&A activity and it's anticipated that the worth of transactions would cross $ thirty billion simply. One will expect the rise within the M&A deals and activities within the future time as each native and international investors and business homes area unit eyeing Asian country with a hope of tremendous growth. the start of 2017 proceeded with the executive amendment motivation of the administration particularly, product and Services Tax (GST), property regulatory agency (RERA), combined with the legal translations on a number of elements of the not terribly very previous economic condition and Bankruptcy Code (IBC) that has reimagined the obligation and liquidation scene in Asian country. The year 2017 was loaded up with nice live of discusses company reconstruction and mergers and acquisitions – thanks to the relative facilitating of the executive setting and primarily thanks to the event of the IBC, that at one hand offers recovery/liquidation of the organizations in doldrums and at different hand offers the monetary fund sound organizations to develop/grow by gaining the opposition/focuses at seductive valuations. The arrangements examined loosely were within the medium half Vodafone-Idea merger, Bharti Airtel procuring Telenor Asian country, and Bharti Airtel merger with Tata Teleservices. Among the most important M&A arrangements to be culminated were – Russia's Rosneft PJSC willing to get Essar Oil Ltd, Flip kart procuring the Indian arm of Ebay, Axis Bank forward management over the versatile installment application – FreeCharge, olla gaining Foodpanda, the partners of depository financial institution of Asian country (SBI) connexion into SBI, during this means upgrading the muscle intensity of individuals normally division behemoth.
31
Khandelwal, Harshit. "Competition Law and Telecom Sector: A Case Analysis of Competition Commission of India v/s Bharti Airtel Limited & Ors." SSRN Electronic Journal, 2023. http://dx.doi.org/10.2139/ssrn.4420342.
Full text
32
BHARATHI, DIVYA. "A COMPARATIVE ANALYSIS ON CONSUMER PREFERENCE OVER JIO & AIRTEL NETWORK SERVICES." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 06, no. 12 (December 7, 2022). http://dx.doi.org/10.55041/ijsrem17020.
Full textAbstract:
A customer’s choice refers to the types of service. If you are selling or providing a service knowing your customer’s preference however you can only fulfill your customers desires if u learn as much as you can about them. Anticipate their requirements and exceed their standard. Customer satisfaction is a metric that measures a customer’s level of satisfaction with company’s services. India's telecommunication network is 2nd biggest in number of Mobilepatrons as of January 31st, 2021, with 1179.49 million customers. It’s about every global smart phone rate, made it possible beyond large tele companies, flighty-conflict amongst its Bharat possesses every sphere has every second-biggest Internet user base. Dominant part of the Indian telecommunication business is Mobile phone, industry of internet and television broadcasting in India which is currently undergoing transformation into a to come-cohort lattice, hireling a comprehensive complex of current lattice constitute comparatively Modern phone transfer, polarize, At the core, media portal winking are interrelated beyond an extensive range of conveyance apparatus based on tendril perceiving either fryer Marconi impart lattice. Every way in lattice that links to every patron to every basic is hugely diverse, utilizing various russet-twain, ocular-fibril, also cellular mechanics. DTH is a newer podcasting mechanics gained considerable fame via every small screen fragment every incorporation about non- government FM own stated Marconi podcasting in India a boost. Telecommunications in India evolved powerfully the country's INSAT system, where world's biggest domiciliary sputnik complex has provided support. India has diverse network that connects every duchy via phone, net, Marconi, small screen, also spacecraft. Ago every 1990s, every Indian telecom enterprise familiar hasty trade broadens along widening, also it is at International Journal of Scientific Research in Engineering and Management (IJSREM) Volume: 06 Issue: 12 | December - 2022 Impact Factor: 7.185 ISSN: 2582-3930 © 2022, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM17020 | Page 2 present every sphere identical merciless also one of the rapid spreading telecom markets. Telecom network services own succor India's retrench improvement it backed to bridge every rural- urban cybernetic cleave to a certain extent Using the introduction about e-governance to a certain extent Using the also contributed to increased transparency in governance. The government has used modern technology. Telecommunications infrastructure to deliver mass education programmers to agricultural Indians. Technological modernization is widely recognized as a predicted requirement for all countries in today's age of progress and affluence. Thanks to enhanced technology and increased competition via initiated enterprises, Tele communications have invaded a phase of improvement. The telecoms sector's technological developments are tied to the mobile industry's continued expansion. Providers of services major intention are to establish a devoted client base by monitoring their efficiency and retaining existing customers so that they can Profit from their devotion. The purpose of this paper is to address these concerns. Every introduction of the telegraph in India marked the beginning of telecommunications. The postal service and telecommunications India's industries are among the oldest on the planet. The first trial electric telegraph cable was constructed from Calcutta to Diamond Harbor mod 1850. It had been opened in 1851 for the British East India Company's use. At every time, the Department of Posts and Telegraphs washoused in a nook in the Public Works Department Development of Broadcaster: Radio transmission began in 1927 however did not become a state obligation until 1930. All India Radio was granted to it. In 1937, also, it's been known as Akash Vani since 1957. Television programming with limited duration began in 1959, with full broadcasting following in 1965. Prior to the 1991 economic reforms, the owned and operated by the Ministry of Information and Broadcasting country's equipment for audio-visual communication, such as a televisionDoor Darshan. Under the Prasad Bharti Act, an autonomous body called Prasar Bhartiwas established in 1997 to oversee public service broadcasting. All India Radio and Door Darshan are two services that previously working with the Ministry of I&B as media organizations, they turn into members the bodies. Stats from before liberalization: During every British occupation, all of the country's significant towns and cities were wired utilizing telephones, but there were only about 80,000 telephones in 1948. Because the telephone was viewed as a prestige symbol rather than a useful tool after independence, expansion was modest. The number of telephones steadily increased from 980,000 in 1971 - 1981, 2.15 million to 5.07 million was the number in 1991. That’s when country's economic reforms began.
33
Chandrika, Dr N., and A. Raj Kumar. ""A Study on Customer Satisfaction Towards Bharathi Airtel Limited in Tirupati"." International Journal of Research Publication and Reviews, September 30, 2022, 1782–85. http://dx.doi.org/10.55248/gengpi.2022.3.9.61.
Full textAbstract:
The project entitled “Customer satisfaction towards Bharathi Airtel in Tirupati city " is executed with a goal to decide the purchaser preference and pride. An imaginative takes a look at turned into carried out to obtain the targets. The study results shows that 100 respondents satisfied a nicely-dependent questionnaire having a listing of statements concerning products, services & facilities furnished with the aid of the provider issuer. The essential goal of the observe was to understand how the clients of AIRTEL Broadband understand its Services in Tirupati are glad with the offerings furnished through AIRTEL. The factors affecting the preferences of the customers are: Core offerings (like accurate insurance, properly connectivity and community best) and contact charge. Further results show that there may be a vast relation among the sign call and the choice of customers. Hence, it has been encouraged that telecom businesses ought to recognition on connectivity, call price, insurance and network quality.