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Bharti Airtel Swot Analysis

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Training and Development Program

Posted by Skyline Business School / February 24, 2010 / in Management Responsibility

Sales training is an underrated feature in any organisation. Notwithstanding the fact that sales are the single most important factor in generating revenue, most organisations equip their personnel with the bare minimum and skills. With the findings of the project and the necessary recommendations the sales force can be empowered with the necessary skill set. In regard of the same our research methodology includes in depth interviews with the help of structured questionnaire to come to appropriate analysis. The major findings included that their was lack of skill based exercises during the training program, no training was provided apart from the induction training and there are no special provisions for employees who were low performers. Objective:
Bharti Airtel Swot Analysis
Strengths

* Bharti Airtel has more than 65 million customers (July 2008). It is the largest cellular provider in India, and also supplies broadband and telephone services - as well as many other telecommunications services to both domestic and corporate customers. * Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel, with whom they hold a strategic alliance. This means that the business has access to knowledge and technology from other parts of the telecommunications world. * The company has covered the entire Indian nation with its network. This has underpinned its large and rising customer base.

Weaknesses

* An often cited original weakness is that when the business was started by Sunil Bharti Mittal over 15 years ago, the business has little knowledge and experience of how a cellular telephone system actually worked. So the start-up business had to outsource to industry experts in the field. * Until recently

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Airtel did not own its own towers, which was a particular strength of some of its competitors such as Hutchison Essar. Towers are important if your company wishes to provide wide coverage nationally. * The fact that the Airtel has not pulled off a deal with South Africa's MTN could signal the lack of any real emerging market investment opportunity for the business once the Indian market has become mature.

Opportunities

* The company possesses a customized version of the Google search engine which will enhance broadband services to customers. The tie-up with Google can only enhance the Airtel brand, and also provides advertising opportunities in Indian for Google. * Global telecommunications and new technology brands see Airtel as a key strategic player in the Indian market. The new iPhone will be launched in India via an Airtel distributorship. Another strategic partnership is held with BlackBerry Wireless Solutions. * Despite being forced to outsource much of its... Improve

VISION:

To be globally admired for telecom services that delight customers

-bench marked by more business -first private telecommunication company to launch long distance services. Mission Will meet the mobile communication needs of our customers through error -free service delivery -innovative products and services

-cost efficiency -unified messaging solutions MISION:

Customer service focus s s

(Rs crore)

Balance sheet
Mar ' 11 Mar ' 10 Mar ' 09 Mar ' 08 Mar ' 07 Sources of funds Owner's fund Equity share capital Share application money Preference share capital Reserves & surplus Loan funds Secured loans 17.10 39.43 51.73 52.42 266.45 1,898.80 1,898.77 1,898.24 1,897.91 1,895.93 278.60 186.09 116.22 57.63 30.00 -

41,932.10 34,650.19 25,627.38 18,283.82 9,515.21

Mar ' 11 Mar ' 10 Mar ' 09 Mar ' 08 Mar ' 07 Unsecured loans Total Uses of funds Fixed assets Gross block Less : revaluation reserve Less : accumulated depreciation Net block Capital work-in-progress Investments Net current assets Current assets, loans & advances Less : current liabilities & provisions Total net current assets Miscellaneous expenses not written Total Notes: Book value of unquoted investments Market value of quoted investments Contingent liabilities 11,708.00 11,619.95 9,898.56 9,379.62 580.43 105.10 4,216.67 1,887.76 1,574.29 125.85 49,771.40 3,921.50 4,104.25 7,140.59 7,615.04 13,730.10 9,225.08 10,466.63 8,439.38 5,406.81 16,732.40 12,842.00 14,466.89 14,362.33 11,042.67 -3,002.30 -3,616.92 -4,000.26 -5,922.95 -5,635.86 0.09 0.20 2.66 56,007.00 41,773.97 35,355.48 26,809.71 16,751.95 61,437.50 44,212.53 37,266.70 28,115.65 26,509.93 2.10 2.13 2.13 2.13 2.13 20,736.70 16,187.56 12,253.34 9,085.00 7,204.30 40,698.70 28,022.84 25,011.23 19,028.52 19,303.51 6,497.60 1,594.74 2,566.67 2,751.08 2,375.82 11,813.00 15,773.32 11,777.76 10,952.85 705.82 11,880.40 4,999.49 7,661.92 6,517.92 5,044.36 56,007.00 41,773.97 35,355.48 26,809.71 16,751.95

Number of equity sharesoutstanding (Lacs) 37975.30 37975.30 18982.40 18979.07 18959

SWOT Analysis Bharti Airtel

Strengths

Bharti Airtel has more than 65 million customers (July 2008). It is the largest cellular provider in India, and also supplies broadband and telephone services - as well as many other telecommunications services to both domestic and corporate customers. Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel, with whom they hold a strategic alliance. This means that the business has access to knowledge and technology from other parts of the telecommunications world.

The company has covered the entire Indian nation with its network. This has underpinned its large and rising customer base.

Weaknesses

An often cited original weakness is that when the business was started by Sunil Bharti Mittal over 15 years ago, the business has little knowledge and experience of how a cellular telephone system actually worked. So the start-up business had to outsource to industry experts in the field. Until recently Airtel did not own its own towers, which was a particular strength of some of its competitors such as Hutchison Essar. Towers are important if your company wishes to provide wide coverage nationally. The fact that the Airtel has not pulled off a deal with South Africa's MTN could signal the lack of any real emerging market investment opportunity for the business once the Indian market has become mature.

Opportunities

The company possesses a customized version of the Google search engine which will enhance broadband services to customers. The tie-up with Google can only enhance the Airtel brand, and also provides advertising opportunities in Indian for Google. Global telecommunications and new technology brands see Airtel as a key strategic player in the Indian market. The new iPhone will be launched in India via an Airtel distributorship. Another strategic partnership is held with BlackBerry Wireless Solutions. Despite being forced to outsource much of its technical operations in the early days, this allowed Airtel to work from its own blank sheet of paper, and to question industry approaches and practices - for example replacing the Revenue-Per-Customer model with a Revenue-PerMinute model which is better suited to India, as the company moved into small and remote villages and towns. The company is investing in its operation in 120,000 to 160,000 small villages every year. It sees that less well-off consumers may only be able to afford a few tens of Rupees per call, and also so that the business benefits are scalable - using its 'Matchbox' strategy. Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea Cellular to create a new independent tower company called Indus Towers. This new business will control more than 60% of India's network towers. IPTV is another potential new service that could underpin the company's long-term strategy.

Threats

Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a 5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival Hutchison Essar. Knowledge and technology previously available to Airtel now moves into the hands of one of its competitors. The quickly changing pace of the global telecommunications industry could tempt Airtel to go along the acquisition trail which may make it vulnerable if the world goes into recession. Perhaps this was an impact upon the decision not to proceed with talks about the potential purchase of South Africa's MTN in May 2008. This opened the door for talks between Reliance

Communication's Anil Ambani and MTN, allowing a competing Inidan industrialist to invest in the new emerging African telecommunications market. Bharti Airtel could also be the target for the takeover vision of other global telecommunications players that wish to move into the Indian market.

Airtel comes to you from Bharti Airtel Limited, India's largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU's) - Mobile Services, Airtel Telemedia Services & Enterprise Services

Bharti Airtel Profit And Loss Statement

bharti-airtel Bharti Airtel company 498 532454 BHARTIARTL

Company Background Board of Directors Balance Sheet Profit & Loss Statement Quarterly Results Key Financial Ratios Share Holding Pattern Mutual Fund Holdings Particular Income Sales Other Income Increase/Decrease in stocks Total Income Expenditure Total Expenditure Operating Profit Interest Gross Profit Depreciation 25241.40 13273.40 340.90 12932.50 4193.70 22026.60 14776.50 283.30 14493.20 3793.90 21028.51 13516.20 2148.38 11367.82 3206.28 15325.58 10746.88 607.76 10139.12 3166.58 10709.22 7263.78 309.11 6954.67 2353.30 38015.80 491.80 7.20 38514.80 35609.50 1228.60 -35.00 36803.10 34014.29 525.13 5.29 34544.72 25703.51 359.91 9.05 26072.46 17794.43 148.49 30.07 17973.00 201103 201003 200903 200803 200703

Profit Before Tax Provision for Tax Deferred Tax Fringe Benefit Tax Net Profit Adjustments Below Net Profit Statutory Appropriations Profit & Loss Brought Forward Appropriations Profit & Loss Carried Forward EPS (in Rs) Book Value (in Rs) Preference Dividend (in Rs) Equity Dividend in % Equity Dividend in (Rs.) Corporate Dividend Tax Contingent Liability Extra-Ordinary Items

8738.80 484.60 524.30 0.00 7729.90 0.00 0.00 26778.50 1026.40 33482.00 20.35 115.42 0.00 20.00 379.80 60.10 52285.40 130.40

10699.30 942.70 330.40 0.00 9426.20 0.03 0.00 18502.83 1150.50 26778.50 24.82 96.24 0.00 20.00 379.80 64.50 6964.80 166.80

8161.54 777.73 -395.91 35.87 7743.84 -5.50 0.00 11797.22 1043.73 18502.83 40.79 145.01 0.00 20.00 379.65 64.52 6193.81 239.37

6972.54 859.36 -168.24 37.23 6244.19 22.26 0.00 5533.93 -41.36 11797.22 32.90 106.34 0.00 0.00 0.00 0.00 8509.25 54.54

4601.37 495.03 47.62 25.50 4033.23 5.91 0.00 1456.38 -50.23 5533.93 21.27 60.19 0.00 0.00 0.00 0.00 8734.22 35.51

Cash flow
Mar ' 11 Profit before tax 8,725.80 Mar ' 10 10,699.25 Mar ' 09 8,161.54 Mar ' 08 6,972.54 Mar ' 07 4,601.37

Net cashflowoperating 13,215.40 activity Net cash used -19,075.00

12,692.63 -10,601.66

11,853.15 -10,894.38

10,459.85 -11,648.41

8,107.95 -7,975.05

Mar ' 11 in investing activity Netcash used 5,646.50 in fin. activity Net inc/dec in cash and -213.10 equivlnt Cash and equivalnt begin of year 341.50

Mar ' 10

Mar ' 09

Mar ' 08

Mar ' 07

-2,539.32

-672.00

898.03

340.13

-448.35

286.77

-290.53

473.03

789.88

503.31

793.47

307.43

Cash and equivalnt end 128.40 of year Results

341.53

790.08

502.94

780.

Quarterly Half yearly Annual Balance sheet P&L Cash flow

Dividend Share holding Capital structures Ratio

Statement

More (Rs crore)

Ratios
Mar ' 11 Mar ' 10 Mar ' 09 Mar ' 08 Mar ' 07 Per share ratios Adjusted EPS (Rs) Adjusted cash EPS (Rs) Reported EPS (Rs) Reported cash EPS (Rs) Dividend per share Operating profit per share (Rs) 20.12 32.27 20.32 32.46 1.00 35.29 22.40 33.19 24.82 35.61 1.00 36.65 96.24 96.25 48.93 66.76 40.79 58.63 2.00 69.50 34.08 52.16 32.90 50.99 56.16 21.20 34.34 21.27 34.41 38.28

Book value (excl rev res) per share (Rs) 115.42 Book value (incl rev res) per share (Rs.) 115.43

145.01 106.34 60.17 145.02 106.35 60.18

Mar ' 11 Mar ' 10 Mar ' 09 Mar ' 08 Mar ' 07 Net operating income per share (Rs) Free reserves per share (Rs) Profitability ratios Operating margin (%) Gross profit margin (%) Net profit margin (%) Adjusted cash margin (%) Adjusted return on net worth (%) Reported return on net worth (%) Return on long term funds (%) Leverage ratios Long term debt / Equity Total debt/equity Owners fund as % of total source Fixed assets turnover ratio Liquidity ratios Current ratio Current ratio (inc. st loans) Quick ratio Inventory turnover ratio Payout ratios Dividend payout ratio (net profit) Dividend payout ratio (cash profit) Earning retention ratio Cash earnings retention ratio Coverage ratios Adjusted cash flow time total debt Financial charges coverage ratio Fin. charges cov.ratio (post tax) Component ratios Material cost component (% earnings) 0.66 0.78 0.84 0.16 0.29 0.97 45.69 42.55 0.39 49.64 48.73 0.60 30.93 26.63 0.66 27.77 25.60 0.81 26.09 24.13 5.70 3.56 94.25 96.41 4.71 3.28 94.78 96.48 5.73 3.99 95.22 96.50 0.82 0.70 0.77 0.71 0.68 0.71 0.72 0.69 0.64 0.58 0.56 0.55 0.48 0.47 0.47 0.20 0.27 78.65 0.82 0.11 0.13 87.88 0.87 0.25 0.28 78.11 0.99 0.30 0.32 75.43 1.03 0.43 0.46 68.24 0.74 35.25 24.22 20.21 32.10 17.43 17.60 16.89 39.08 28.15 26.36 35.25 23.27 25.79 24.36 38.74 29.33 22.58 36.96 33.74 28.13 29.01 41.37 29.08 23.99 38.03 32.04 30.94 28.52 40.65 27.47 22.46 36.26 35.23 35.35 29.83 100.11 103.84 93.77 84.64 179.37 135.73 94.16 121.78 83.18 49.88

1,105.11 1,307.05 547.83 453.06 373.35

100.00 100.00 100.00 100.00

Mar ' 11 Mar ' 10 Mar ' 09 Mar ' 08 Mar ' 07 Selling cost Component Exports as percent of total sales Import comp. in raw mat. consumed Long term assets / total Assets 8.36 4.77 0.76 6.75 5.03 0.81 82.49 6.49 5.31 0.77 82.51 7.15 6.00 0.77 82.53 6.30 8.82 0.78 82.61

Bonus component in equity capital (%) 82.49

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Recruitment and joining process in bharti airtel - Document Transcript

1. Name: Monika Yadav (2008 -2010)<br />Title: RECRUITMENT AND JOINING PROCESS IN BHARTI AIRTEL<br />Executive Summary<br />The objective of Recruitment is to ensure precisely channeled selection of resources, to enable achievement of the companys business goals.<br />In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-HR & HODs at the end of financial year.<br />The concerned manager of a vacant position requests for manpower through Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is approved it is forwarded to recruitment manager. <br />Then the sourcing of CVs is done, through various methods. Then the initial screening, if the candidate is selected then he is supposed to fill JAF , and then get the JAF form and mark the date of functional Interview .<br />Short listing of CVs as per requirement and then the candidates are called for the interviews. Then the candidates initial screening is done i.e. qualification of candidate is matched with the requirement. JAF is made to fill by the candidate. Then comes the functional interview round which is taken by the functional manager. If he qualifies functional interview round then the candidate goes for the salary negotiation, which is done by the HR. At last the offer letter is issued to the selected candidate.<br />Objectives:<br />To learn the HR process of the organization<br />To study the recruitment policys and procedure<br />To learn the ability to select a recruitment model that will improve the quality of the present and future workforce of the

organization<br />To learn the framework around how to achieve recruitment objectives<br />SWOT Analysis of Bharti Airtel<br />Recommendations:<br />Many HR Policies are not known to most of the employees. It should be made clear on the day of joining or on the First working day.<br />Interview Assessment Sheets are not filled by both Functional and HR-Interviewer. It should be filled on the time of interview.<br />The company should follow job rotation to retain its best talents.<br />In the Skip Level Meetings, no name and oracle code should be asked. To get the true reply from the employees. <br />There should be frequent Feedback Sessions for employees.<br />There should be Exit Interview of all the leaving employees and it should be taken seriously.<br />For COLD Calls or WARM Calls a proper data should be made (on the basis of work experience, and current salary) and then the calls should be made for Interviews.<br />New Joiners should be made clear of there KRA on the first working day.<br />There should be proper maintenance of all the employees documents for future needs. <br />