bharti ppt section a

8/9/2019 Bharti PPT Section A

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S TR A TEGIC O U T SO URCIN

A T BH A R TI A IR TPRE SEN TED B Y – GRO UP 3 SEC TION A

S A I( 2 4 ), A N UBH A V (0 2 7 ), K IR A N( 28 ), M A Y A NK ( 3 ), N A NDINI( 3 2 ), N A V A M( 3 3 ), ROHI T( 4! ),

SH UBHI(! ), YOGIND A R(" )



INTRODUCTION



OVERVIE# O$ TELECOM INDUSTRY Competitive Landsc

By 2003, there were

operators in telecom marketBharti Airtel was the

wireless segment with 25share There were a few stron

players like B ! and spiceBeca"se of the

competition mo#ile rates wlow and A erage &ec"stomer per month 'A

fallen #y 50% in the last 3 y *nd"stry was growing

was increasing foc"s on +al"e added ser ices tho"gand 3- technologies

*t re$"ired h"in estments and to cocompany had to ha e pan *print



S#OT ANALYSISCapacity objectives:

To pro ide -./ ser ices in all the 5 1 cens"s towns#y 2007 #y adding 00 towns per month

To #"ild 0,000 #ase stations from the c"rrentcapacity of 5000

Human resource objectives:

ire 200043000 people for #"ilding and maintenof the #ase stations

Technological objectives:

/ake transition towards 2 5- and 3- technologies tpro ide high performance ser ices

a e scala#le and compati#le *T architect"re in plto match growing demand and ac$"isitions made the Airtel These incl"ded telecom network softwc"stomer information system and #"siness s"pporsoftware



STRATEGIES TO SUCCEED IN INDIAN MOBILE PHO



A%&'() C*&( C*+,('(-.%(/



S0++1&2 3 S'&1'(4%(/

6pand in -eographic &egions esp &emote and r"ral

*ncrease A& ( thro"gh +al"e Added .er ices

*ncrease apital thro"gh $"ity and artnership

Ad anced *nformation Technology for c"stomer pro8ling and tra9c estimation

:ecti e apacity "tili;ations thro"gh partnerships, ac$"isition and towersharing

Tie "ps with and set endors to attract c"stomers

OUTSOURCING ADVANTAGES

• /<& =< (. <> </ A>? -<A!.

• @<(! .A+ T / A T& / > <(. A/<(>T <= T*/ T< =< (. <> (.T</ & > .

• </ A>? @*!! ><T A+ T< C .. AA *T? <= 30 4 0 %

• A T(A! A?/ >T =<& > T@<& A A *T? A. T!? @ > T A A *T? *. ( A> &(>>*>-

• @<(! .<!+ T A *TA! C > *T(& . >*- T/A&

• @<(! B AB! T< </ T *> T &/. <= <.T

• B TT & > T@<& D(A!*T?

• <>T&A T A-& / >T <= 3 ? A&.

• (. <= <(T.* C &T*.

OUTSOURCING AGREEMENTS ANCOMPETENCIES

• *B/• &<+* </ ! T A> </ & >.*+ > T< > /A>A- / >T

. &+* . =<& .( !?*>-, *>.TA!!*>- A> /A>A-*>- *T A& *T T(&<= A*&T !

• / !<? . @ < !<. . ET . <(! BAB.<&B B? *B/ AT T & . T*+ &<! .

• *B/F. . &+* @*!! B .(BE T T< . + &A! D(A!*T? <>T&<!

. T< >.(& -<< D(A!*T? <= T A*&T !F. . &+* AT A>?<*>T <= T*/

• A . A& <= T & + >( . @*!! B &<+* T< *B/ B? A*&T ! A> T& >TA- @*!! & A. A. T & + >( <= A*&T ! *> & A. .

<+ & T*/

OUTSOURCING AGREEMENTS ANCOMPETENCIES5

• &* ..<>, >< *A, .* / >.• + > <& @*!! &<+* A*&T ! @*T > T@<& A A *T?4 &!A>-.4

A <& *>- T< T A*&T !F. & D(*& / >T.• = @*!! B A* T< + > <& A. A> @ > A*&T ! .TA&T. (.*>- T

A A *T?• <@> &. * B !<>-. T< A*&T !, ? T & . <>.*B*!*T? =<& /A*>TA*>*>-

T > T@<& !* . @*T T + > <&.• .!A @*!! <>TA*> . + &A! D(A!*T? <>T&<! / A.(& ., .< T AT

D(A!*T? A> B >.(& AT A>? <*>T <= T*/• / !<? . @ < !<. . ET @*!! B

T&A>.= && T< T <&& . <> *>- + > <& AT T .A/ &<!

CONCERNS THAT MAY LEAD TO $AILNET#ORKING SYSTEMS

!oss of core competence• <perations e6pertise which was BhartiFs core competence wo"ld #e gi en away to endors

/anaging di:erent endors• +endors wo"ld #e responsi#le o"t installation and operation of e$"ipment• &isk of lack of synergy #etween the endors

/anagement of employee transfer #etween the companies• "lt"ral di:erence #etween the companies ' /> s s *ndian company)leading to di9c"lty in

ind"cting sta: from Bharti to *B/ or >okia, .iemens• mployees were attached to the company and had concerns a#o"t working in the new organi;ation• .ome employees might not want to #e transferred or perhaps endors might not want to take them



CONCERNS THAT MAY LEAD TO $AIN$RASTRUCTURE

/isalignment #etween o#jecti es of *B/ and Bharti Airtel• AirtelFs *T department, with its start "p c"lt"re e6pects $"ick response in the de elopment of

*T systems , whereas *B/ has a long term orientation

>on a aila#ility of software and hardware applications not s"pported #y *B/

•*T systems "se applications de eloped #y other endors as well, #"t might not #e s"pported

rotecting * , copyright• &isk of e6posing #"siness processes to o"tsiders



MA7OR CONCERNS O$ VENDO6cess *n estment in e$"ipment

• They might #e st"ck with important in estments in network e$"ipment that they made on#ehalf of Bharti in the e ent that Bharti did not "se the e$"ipment

• >o price increase to mitigate the risk

A#sor#ing AirtelFs employees

• .ome endors had ery light organi;ations that wo"ld #e o erwhelmed with a s"ddenincrease in the n"m#er of employees

• /anaging the corporate c"lt"re mi6

*B/ re en"e sharing agreement• *B/ needed to project f"t"re cash Gows of Bharti for e al"ating re en"e share agreement H

i9c"lt to forecast acc"rately in high growth markets

STRUCTURE O$ OUTSOURCING AGR

• B =<& >T &*>- *>T< A> A-& / >T * >T*=* AT*<> <= + > <&. =<&<(T.<(& *>- *. > ..A&?

• &*T &*A T AT > . T.* & A&• &*• D(A!*T? <= . &+*•

@ T & A > @ >T&A>T <& A> <! !A? & *> T =* !• =! C*B*!*T?• </ !*A> @*T &(! . A> & -(!AT*<>.• (!T(&A! *== & > .

RECOMMENDATIONS• @ A> & ( <(T.<(& *>- > > ? <= A*&T ! B? =<!!<@*>- A A&T <(T.<(& *>- A>

A&T *>4 <(. + !< / >T .T&AT -? @ A> A!.< !<< =<& <T & T ><!<-* A!A&T> &. T< & ( > > ? <> <>

• T< >.(& T AT & D(*& .TA> A& . <= T D(A!*T? <= . &+* A& /A*>TA*> , A*&T !. <(! <> A+*>- A . &+* ! + ! A-& / >T @*T *T. T ><!<-? A&T> &.

• TA! >T A D(*.*T*<> A> & T >T*<>4 A*&T ! . <(! =*> > @ @A?. T< *& TA! >T*> *+* (A!. A. @ !! A. /A .(& T AT <A *>- < ><T A >

• &* =! C*B*!*T? @ * @<(! > <> =*C <>T&A T A?/ >T A> +A&*AB! A?/ >T@*T & .<!(T*<> <= + &? . &+* A. *> T .?.T /

• D(A!*T? <= T .<!(T*<>. T.(& B? & AT*>- (>*=<&/*T? A &<.. T T ><!<-* A!A&T> &. <+ & A!! T &< .. A> &< (& .

• ( T< AT @*T > @ T ><!<-? A> *>T &=A A> . &+ &. =<& B TT & . &+* A> ! ..<@> T*/



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bharti ppt section a

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