Airtel Idea Customer Satisfection

PREFACE
The preparation of this report provides u great pleasure in releasing

our work and market experience in few pages which shows over all result
and experienced knowledge and the practical approach about the style of a
professional and think which we found various effecting to our marketing
and product image.
The research termed as “A COMPARATIVE STUDY ON COSTOMER

SATISFECTION LEVEL OF AIRTEL AND IDEA “ Has made an effort to find
out the issues concerning with the BSNL AND other telecommunication
services.
ACKNOWLEDGEMENT
I am neither a research expert nor a trend spotter. I am a management

student with foundations of management principles and theories, who is
curious about various sectors and its latest happenings.
I am highly obliged to Mr. Gulshan Kumar, Management Department

for his invaluable support; guidance and knowledge that he shared with me
thereby aiding me in making this project a successful research.
Definitely, I can’t ignore the technology, with Internet as the
backbone and those search engines which helped me in building up this
research project.
Lastly, I would like to thank the ALMIGHTY and my parents for

their moral and financial support and my colleagues with whom I shared my
day-to-day experience and received lots off suggestions that improved my
work quality.
Naval Kishore
DECLARATION
I hereby declare that I have completed my research project “ Comparative

study on customer satisfaction level of Airtel and Idea in Bareilly City. I here
also declare that all information in this report is not shared by other person.
Naval Kishore
B.B.A VI Sem
Roll NO. 614138
TABLE OF CONTENT
Introduction & objective
Chapter -1 INTRODUCTION
1.1 Telecom India
Chapter -2 INTRODUCTION & SE4RVICES OF MOBILE OPERATOR
2.1 AIRTEL
2.2 IDEA
Chapter - 3 RESEARCH METHODOLOGY

Chapter-4 FINDINGS
Chapter- 5 ANALYSES OF THE DATA
Chapter-6 SUGGESTION
Chapter- 7 CONCLUSIONS
Chapter-8 LIMITATIONS
Chapter- 9 BIBLIOGRAPHY
Chapter -10 ANNEXURE
INTRODUCTION
India is the most competitive market in the world and boom in telecom has
completely changed the Tele industry scene scenario in India.
Both technologies have been quite successful in increasing the mobile usage
in the country and will likely to continue so in the near future.
The mobile industry of India believes the market still offers lot of
opportunity for both GSM and CDMA techniques while the service
providers have been launching various plans to customers.
Cellular operators are also providing many exciting features to
increase there customers base like hello tunes, ring tones ,mms, GPRS, call
forwarding , call waiting ,voice mail missed call in formations, call
conferencing contents free offers recharge voucher discounts, life time
validity double voucher validity, favorites numbers, right talk.
It is still a big question as to which of to the technologies will lead

eventually.
OBJECTIVE
The study has been conducted to fulfill following objectives:
• To determine the market share of various Mobile operators in Bareilly.

• To determine the services of Airtel and Idea
• To determine the comparison of customer services of Airtel and Idea.
• To know and compare consumer preference of various value added

Services produced by GSM and CDMA players in Bareilly.
CHAPTER-1
INTRODUCTION
1.1 Telecome India
This was less than five years after the invention of the
commissioning of a 50-line manual telephone exchange in
1882 in Kolkata. This was less than five years after the invention of the
telephone by Alexander Graham Bell. India had approx. 82,000 telephone
connections at the time of independence (1947) and by 1984 the number of
connections had slowly risen to 3.05 million. India's telecom network was
notoriously unreliable and only available to a small section of households
along with the corporate sector. The telecom sector was a government
monopoly until 1994 when liberalisation gradually took place. Cellular service
was launched in November 1995 in Kolkata.

History of Cellular Telephony in India
1992 Telecommunication sector in India liberalized to bridge the

gap through government spending & to provide additional
resources for the nation’s telecom target. Private sector
allowed participating
1993 The telecom industry gets an annual foreign investment Rs

20.6 million
1994 License for providing cellular mobile services granted by

the government of India for the Metropolitan cites of Delhi,
Mumbai, Kolkata & Chennai. Cellular mobile service to be
duopoly (i.e. not more than two cellular mobile operators
could be licensed in each telecom circle), under a fixed
license fee regime for 10 years.
1995 19 more telecom circles get mobile licenses
1995(August) Kolkata became the first metro to have a cellular network
1997 Telecom Regulatory Authority of India is set up
1998 Annual foreign investment in telecom stands at Rs 17,756.4

million.
1999 FDI inflow into telecom sector falls by almost 90% to Rs.
2126.7 million
1999 Tariff rebalancing exercise gets initiated
1999(March) National Telecom Policy is announced.
2000(June) FDI inflow drops further down to Rs 918 million coming
2000 Amendment of TRAI Act.

(January)
1.2 GSM & CDMA comprastion
GSM and CDMA are two different modulation standards. GSM is used
primerily in Europe and CDMA in the US. GSM uses a system called
TDMA to differentiate between different mobile calls, TDMA means Time
Division Multiple Access. CDMA is a much more complex system which
uses digital codes to differentiate between the different mobile calls. CDMA
stands for Code Divison Multiple Access. Mobiles designed for CDMA and
mobiles designed for GSM look very similar, even the construction looks the
same, infact most modern mobiles can operate using either system so that
they can be used around the world.
The world of wireless communication has opened up new vistas of

technology and a number of dedicated attempts to enhance the existent
systems. Each system is unique in its approach and the competition simply
lies in the accessibility and facilities enabled. The sphere of mobile
communication is synonymous with the GSM and CDMA communication
systems, worldwide. The services are not contained or restricted and are
accessible any where.
To understand the main difference between GSM and CDMA
communication systems, it is essential to understand that while the former is
a universal concept, the latter has emerged out of a proprietary effort. GSM
or the Global System for Mobile communication is an international
organization established in 1987, to develop and enhance wireless
communication, worldwide. CDMA or Code Division Multiple Access is
relatively new in the industry and a design of Qualcomm, a company based
in the United States of America.
The CDMA or Code Division Multiple Access was initiated as an alternative

to GSM or the Global System for Mobile communication. The difference
lies in the speed made available for data transfer, which is traditionally
considered faster with CDMA. Nevertheless, just as diverse as the scope of
wireless mobile communication is, so is the scope for both these industry
giants to outdo one another in.the global market.
Mobile Network Statistics
India's Largest Cellular Operators as at Jan 31 2008
Operator Subscriber Base

(millions)
Bharti Airtel 57.4
Reliance
42.6
Infocomm Ltd.
Vodafone Essar 41.1
Bharat Sanchar
33.7
Nigam Ltd.
Tata
Teleservices 22.5
Ltd.
Idea Cellular
22.0
Ltd.
INTRODUCTION TO THE INDIAN MOBILE

SERVICES SECTOR
Indian Telecommunications Industry has entered the age of deregulated
market competition from one of regulated monopoly enjoyed by the
Department of Telecommunications (DoT). The attractiveness of the Indian
market due to its low tele-density, high latent demand and burgeoning
middle class, brought in some of the largest global telecom players, foreign
institutional investors and major Indian industrial houses to invest in
telecom, especially in the Indian cellular industry.
Growth of the Mobile Industry in India
Until about a few years ago, India had one of the most backward and
stagnant telecom infrastructure facilities ridden with ineffective government
regulations, inadequate financial resources and unaffordability for the
common man. But this sector has seen trailblazing growth from the year
2001. In fact, the increase in wireless subscribers between 1998 and 2003
was approximately 100%. In the beginning of 2005, there were 50.7 million
mobile users in India - including both GSM and CDMA users - and this
number is expected to grow by 20 million in the year 2005-06
Developments in Mobile Technology in India

At present there are two mobile technologies in use in India; Global System
for Mobile Communication (GSM) technology, a type of Time Division
Multiple Access (TDMA) cellular network, and Code Division Multiple
Access (CDMA) 2000 1X technology. However, GSM technology has
limitations in offering a range of broadband services, which CDMA 2000
1X technology that powers WLL can provide. The head start, which cellular
companies had got in wireless, got dissipated once WLL limited mobility
from the service providers like Reliance and Tata Indicom became fully
operational.
There has been an evolutionary change in mobile communication systems
every decade. The first-generation (1G) in the 1980s and second-generation
(2G) cellular systems in the 1990s have been used mainly for voice
transmission and to support circuit-switched services. 1G systems were
based on analog technologies; however, 2G systems are digital systems such
as the GSM, CDMAOne and PDC.
These systems operate nationwide or internationally, and are today’s
mainstream systems. Initiatives such as SMS, WAP, Wi-Fi, Bluetooth, i-
Mode, etc., based on 2G have exploited the data capability of wireless
networks to deliver value-added services to customers. Now third generation
(3G) systems have emerged on the scene and the central theme of these
technologies is the convergence of communication and computing. Other
than voice, 3G supports video telephony, video games, multimedia, net-
browsing, network games, email and downloading, all at a very high data-
transfer rate. The migration from 3G to fourth generation (4G) technology
will be a revolution both from technological and user perspectives. 4G today
is only an evolving concept and there is no real definition of what it will be.
The concept of convergence has already begun with 3G, and 4G will bring
about convergence of communication, computing, broadcasting etc., (Pallab
Dutta, “Zen of Mobile Communication”,
Government Rules and Regulations

With the advent of GSM in the 90’s two mobile licenses were issued per
circle. The licenses were however dogged by ineffective government
regulations, resulting in high consumer pricing (RaboCom, 2004(1)). In
2001 the deregulation of mobile, fixed-line and long distance sectors spurred
growth and allowed many new players to enter the market. The regulatory
norms introduced by TRAI had a significant impact on the prices of long
distance call charges, reducing them by as much as 80% in just one
year. It reduced the disparity between tariffs of wire line and wireless
services from a factor of 15 to 3. However, the single most important
catalyst that transformed the Indian telecom industry was the WLL
controversy which began in November, 2000 when TRAI proposed that
Basic Service Operators (BSOs) should be allowed to use cellular
technology. Mobile calling on the WLL licenses was restricted to relevant
short distance calling areas (SDCAs). However, the BSOs exploited a
loophole in the license and offered full mobility services by using call
forwarding and multiple number registrations. As a result, the GSM
based operators who had paid a significant license fee (2.5 billion dollars)
contested this decision. This legal battle continued for 3 years and was
finally resolved when the government introduced Unified Licensing making
cellular services technology neutral and allowing WLL players to provide
full mobility after payment of an entry fee equal to what the GSM operators
had paid (RaboCom. 2004(2)). Unified Licensing reduced the regulatory
uncertainty prevailing in the Indian Telecom industry and provided a level
playing field for all the major mobile service providers
Emergence of Strategic Alliances

The telecom industry in India started out with many small and big players.
However, with falling tariffs and greater demands by consumers, it became
difficult for smaller players to survive. This led to a consolidation in the
industry and as of now, there are only a few major players left in the field. A
series of strategic alliances, both formal and informal, have already been
entered into in the Indian Telecom Sector by companies who are either
constrained by a shortage of resources, do not have an adequate presence in
all geographical markets or driven by such needs as acquiring know-how,
minimizing risks, gaining critical mass or having access to brand names. For
example, Reliance Infocomm has entered into a technology agreement with
Samsung of South Korea to manufacture CDMA handsets in-house. entered
into an equity arrangement and have further plans to join hands with
Bharti. Under this arrangement, the three-company combine will operate in
contiguous and complementary circles with full internal co-ordination, thus
creating in the process, a third front in wire line business, capable of taking
on the incumbent public sector BSNL and MTNL (the first front) and
Reliance Infocomm (the second front). In the cellular segment, a three-
company alliance called "Idea Cellular" has come up. It has a large footprint
(especially in the South) and consists of the cellular businesses of the Tatas,
Birlas and AT&T
Key Players in the Indian Telecom Industry
Bharati Group
It is the largest integrated private sector telecommunications service provider
in India today and has a presence over the entire country. It was the first
private sector company to offer basic services, national and international
long distance telephony in India. It started offering its services in the mid
90’s.
Hutchison Group
It is India’s third largest GSM operator and is part of the $55 billion Hong
Kong based Hutchison Whampoa Group. It initially began operations in one
circle, Mumbai, and has gradually expanded across the country to cover
telecom circles throughout India.
Reliance Infocomm Ltd

It is promoted by Reliance Industries Limited and offers mobile telephony
services on the CDMA platform on a nation wide optical fibre cable network
capable of supporting broadband services. Its strategy has been to acquire a
large subscriber base on the back of low tariffs and then promote calls within
its network to enable yet lower tariffs for its subscribers.
Tata Teleservices Ltd.

Owned by the Tata Group, it provides basic and wireless services on the
CDMA platform. As compared to its peers, the company has not been
aggressive in expanding in the wireless space.
Bharat Sanchar Nigam Ltd.
BSNL is a public sector organisation, wholly owned by Department of
Telecommunication (DoT). It is India’s principal provider of local and
domestic long distance telephony. It offers basic services nation wide,
except for Mumbai and Delhi, where MTNL is the state-run telephony
service provider. On the back of its established and well spread
infrastructure of telephone exchanges, it has been able to roll out its network
at a rapid pace. factors were decided on the basis of in-depth interviews. The
constituent attributes of the three factors are as follows:
Factor Attributes Comprising the Factor

Call Charges
SMS Rates
Talk Time
Economy
Roaming Charges
Network Coverage
Voice (Transmission) Clarity
Timely SMS Delivery
Performance
Customer Care
Free Number / SMS Offers
Ring-tones & Downloads
News / Sports Updates
Value Added Services
Horoscope and Other Services
As an outcome of this initial study, three main factors were obtained that
are used by students for forming an opinion about a mobile service provider.
These are:
1._ Economy
2._ Performance
3._ Value Added Services
In all, a total of four focus group discussions, with six students each, and
thirty in-depth interviews were conducted in this phase. Subsequent to this
phase, a survey of students was carried out during the Conclusive Study
Phase, wherein the importance of the different parameters and their
constituents was ascertained.
Conclusive Study Phase

In this phase, a questionnaire was designed using the preliminary data
collected from the Exploratory Phase (APPENDIX A). The questionnaire
was administered to respondents, who were graduate and post-graduate
students from different
Major Players
There are three types of players in telecom services:
• -State owned companies (BSNL and MTNL)
• -Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)
• -Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures,
2.3 Value added services

Value-added services (VAS) are unlike core services. They have unique
characteristics and they relate to other services in a completely different
way. They also provide benefits that core services can not.
Value-added Service Characteristics
All VAS share the same characteristics:
1. Not a form of basic service but rather adds value total service offering
2. Stands alone in terms of profitability and/or stimulates incremental
demand for core service(s)
3. Can sometimes stand alone operationally
4. Does not cannibalize basic service unless clearly favorable
5. Can be an add-on to basic service, and as such, may be sold at a
premium price
6. May provide operational and/or administrative synergy between or
among other services – not merely for diversification
Every VAS will demonstrate one or more of the above characteristics.

Furthermore, a value-added service will never stand in stark contrast to any
of the above characteristics.
VAS also have a certain time dimension associated with them. Subjectively
speaking, a value-added service today becomes a basic service when it
becomes sufficiently common place and widely deployed to no longer
provide substantive differentiation on a relative basis.
Relationship to other Services
There are two types of VAS. The first service type are those value-added
services that stand alone from an operational perspective. These types of
services need not be coupled with other services, but they can be. Many non-
voice services fall into this category. They are often provided as an optional
service along with voice services, but they could be offered and used by
themselves without the voice service. For example, SMS could be offered
and used as a service without voice calling.
The second, and arguably more numerous and important type of VAS, are
those services that do not stand-alone. Instead, this category adds value to
existing services. While it seems implicit in the definition of value-added,
this is an important principle that makes value-added services stand apart
from other services.
Value-added Services Examples
There are many services that could be considered "value-added". For

discussion purposes, we will a few of these services below.
Push-to-Talk
Push-to-Talk (PTT) is a VAS because it:
• Drives additional revenue to the wireless carrier, but doe not

cannibalize existing revenues
• Provides differentiated service offerings
• May be packaged with various other VAS such as MIM to provide
even greater value
Call Management Services
This type of service can not stand alone as a service. Instead, it adds value to
a core service by allowing the subscriber to manage incoming and/or
outgoing calls. For example, value-added service interactions occur when
the subscriber receives a call. Many call management services allow the
subscriber to establish when, where, and under what circumstances they may
be reached by calling parties. This provides value to the core service - voice
communications - by way of increased control and flexibility.
Depending on the specific commercial situation, this value-added service

could be offered as either a premium service (at a premium price) or be
bundled with other the core service offering. The benefit of bundling would
be to provide a differentiated core service and/or to increase the use of the
core service.
Location Sensitive Billing
This is another example of a service that can not stand-alone. Instead,

location sensitive billing (LSB) adds value to the core service by location
enabling the core service. Location sensitive billing can be used in
conjunction with post-paid, prepaid, and/or VPN based mobile
communications services to establish zones for which differentiated billing
treatment may be applied. For example, a "home zone", "work zone", and
"premium price zone" could be established to allow an operator to offer
differentiated service to its customers.
This is viewed as a value-added service to both the customer and the mobile
operator. The customer benefits from LSB through his ability to use the
mobile phone at preferred rates based on location. The wireless carrier
benefits from incremental revenues derived from additional usage and from
premium charge zones where there is already high demand and perhaps
overly taxed system capacity. While the issue of potential cannibalization of
existing service arises, customer behavior and studies indicate a net benefit
derived from overall increased usage and revenues.
Taken together, call management services and LSB also depict characteristic
number six, operational synergy. Call management services add value in
terms of providing the user options depending on location. For example, the
user may want to receive certain calls at the home zone, but not at work, and
perhaps receive only urgent calls when traveling or on vacation. LSB
provides the additional synergistic benefit of location based billing when the
user is in those various locations.
Mobile Data Services
This is an example of a value-added service that does stand-alone. Mobile

data services are considered value-added because they depict many of the
characteristics discussed earlier.
• Does not cannibalize existing services

• Can be offered at a premium price
• Provides differentiation
• Can provide synergy with basic service
Largely due to the current state of mobile communications evolution, many

non-voice services can be considered to be value-added. However, the extent
to which additional value-added services can be layered on top of mobile
data services will determine the limit of their value. For example, many non-
voice services will have even greater value through personalization. Two of
the most significant ways to personalize wireless services are through
location enabling them and making them personal profile driven.
Mobile data services are utilized to obtain information, content, and to
perform transactions. All of these activities are more meaningful if they are
tailored to the individual. Location based services add value by way of
putting the data into a location context for the user. Personal profiles further
enhance the value through Personalization.
COMPANY PROFILE
BHARTI AIRTEL LIMITED
Bharti Airtel Limited, a part of Bharti Enterprises is India's leading
provider of telecommunications services.

Bharti Telecom Limited is the promoter company of Bharti Airtel
Limited.
Sunil Bharti Mittal is the Chairman and Managing Director of Bharti Airtel Limited
(“Bharti”), India’s largest private integrated telecom player since October 2001. He is
the board director since July 1995.
Bharti Airtel Limited was established on July, 07, 1995 as a Private Company Limited.
Sunil Mittal was one of the first entrepreneurs to identify the mobile
telecom business as a major growth area and launched services in the
city of Delhi and the National Capital Region in the year 1995.
Some of the Feathers in the cap of Mr. Sunil Bharti Mittal are
 “Best Asian Telecom CEO”, Telecom Asia Awards 2005
 “Best CEO, India”, Institutional Investor, 2005
 “Business Leader Of The Year”, Economic Times, 2005
 “Ernst & Young Entrepreneur Of The Year 2004”, Ernst & Young
He is also the Board Member of the Global GSM Association.
Sunil is an alumnus of Punjab University and has completed the “Owner/President

Management Program” from Harvard Business School.
Awards and Recognitions
For the Year 2006 – 2007

Sunil Bharti Mittal is ‘CEO of the Year’ at the Frost & Sullivan Asia Pacific ICT
Awards 2006 & Bharti Airtel bags ‘Wireless Service Provider of the Year' and
'Competitive Service Provider of the Year'
Bharti Tele-Ventures is the “BEST INDIAN CARRIER” at Telecom Asia Awards

2006
Bharti Airtel Limited was the first private operator to have an all
India presence. It has 23,072,579 GSM mobile and 1,504,840 broadband & telephone
(fixed line) customers (as at month ended June 30, 2006).
The businesses at Bharti Airtel have been structured into three

individual strategic business units (SBU’s) - mobile services,
broadband & telephone services (B&T) & enterprise services.

The mobile services group provides GSM mobile services across India
in 23 telecom circles, while the B&T business group provides
broadband & telephone services in 90 cities. The Enterprise services
group has two sub-units - carriers (long distance services) and
services to corporate. All these services are provided under the Airtel
brand.
The mobile services are provided under Mobility leader’s business group. The
broadband & telephone services and enterprise services comes under the Infotel leaders
business group.
Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National
Stock Exchange of India Limited (NSE).

Partners
The company has a strategic alliance with Singapore Telecommunications Limited,
Singapore (SINGTEL), which owns it by 30.8%. Pastel Limited is the investment
company of SINGTEL.
The company also has a strategic alliance with Vodafone, UK; which
Has 10% ownership in it.
The company’s mobile network equipment partners include Bird, Ericsson, Motorola
and Nokia.
In the case of the broadband and telephone services and enterprise services (carriers),
equipment suppliers include Siemens, Nortel, Corning, among others.
The Company also has an information technology alliance with IBM for its group-wide
information technology requirements and with Nortel for call center technology
requirements.
The call center operations for the mobile services have been outsourced to
IBM Daksh, Hinduja TMT, Teletech & Mphasis.

Besides these companies some other share holders of Bharti Airtel Limited
are CITI GROUP GLOBAL MARKETS MAURITIUS, MORGAN STANLEY &
COMPANY INTERNATIONAL LIMITED, LIC
Corporate Governance
Bharti Airtel Limited firmly believes in the principles of Corporate Governance and is
committed to conduct its business in a manner, which will ensure sustainable, capital-
efficient and long-term growth thereby maximising value for its shareholders, customers,
employees and society at large. Company’s policies are in line with Corporate
Governance guidelines prescribed under Listing Agreement/s with Stock Exchanges and
the Company ensures that various disclosures requirements are complied in ‘letter and
spirit’ for effective Corporate Governance.
During the financial year 2003-04, your Company was assigned

highest Governance and Value Creation (GVC) rating viz. ‘Level 1’
rating by CRISIL, which indicates that the company’s capability with
respect to creating wealth for all its stakeholders is the highest, while
adopting sound Corporate Governance practices.This rating was re-
affirmed by CRISIL on April 20,2006.
Vision
By 2010 Airtel will be the most admired brand in India:
Loved by more customers

Targeted by top talent
Benchmarked by more business

Airtel & Visual Identity
For a brand to be successful, it must build enduring relationships with its

different audiences. Integral to this relationship is the visual image of the
brand the consumer carries in his/her mind. The Airtel brand image is
created through the consistent application of a carefully developed visual
identity, which helps Airtel distinguish itself in a cluttered market. Airtel's
visual identity helps create instant brand recall and strengthens the
relationships that its audiences have with it.
The Airtel visual identity has different elements that work together to create a strong and
consistent identity for the brand. The most important of these are:
The Airtel Logo
The Airtel logo is a strong, contemporary and confident symbol for a brand
that is always ahead of the rest. It is a specially drawn wordmark.
The Airtel Image style

It incorporates two solid, red rectangular forms whose counterform creates an open
doorway.
The Airtel Typographical style
The title case lettering with its capital 'A' was deliberately chosen to reinforce the brand's
leadership position. The red dot on the letterform 'I' cues Airtel's focus on innovation..
The words 'Express Yourself' are very much part of the brand identity.
The Airtel Colour Palette
The lettering is grey so that the pure black of Airtel is visually unharmed.
Airtel Outlets
Airtel Postpaid Connection
As it is clear with its name “Postpaid”, it allows user to pay charges after his usage. Airtel
Postpaid connection is a service recommended for regular users. This connection allows
the users to pay for their usage on monthly basis.
Documents Required for Airtel Connection.
According to a directive from Department of Telecom on the additional

documentation requirement for the customers of mobile services, the
following documents are mandatory and have to be collected from all
customers:
1. Photograph
2. Proof of Address- Arms license, Ration Card, Telephone / Electricity
Bill.
3. Proof of Identity – Any photo identity card, Income Tax PAN Card.
Airtel One 249 Plan
ONE TIME CHARGES
Activation Charges 150
Security Deposit 500

MONTHLY CHARGES (FIXED)
Bill Plan Charge 150
Monthly Rental 299 INCLUSIVE OF BILL PLAN CHARGE & CLIP
CLIP 50
Airtel Other GSM Landline/CDMA
LOCAL RATES 0.50 1.00
STD RATES
50-200 KM 2.00 2.00 2.00
200-500 KM 2.00 2.00 2.00
500+ KM 2.00 2.00 2.00
ISD
USA, Canada, Europe (Fixed Line), 14.24

Australia, Singapore, Hong Kong,
Thailand, Malaysia, Indonesia, New
Zealand.
Gulf, Europe (Mobile), SAARC 17.24

countries, Africa & Rest of the world
Cuba, Sao Tome & Principe, Guinea 40.00

Bissau, Diego Garcia, Nauru, Solomon
Islands, Vanuatu, Cook Islands,
Tuvalu, Tokelau, Norfolk Island,
Sakhalin
SMS
Local 1.00
National 2.00
International 5.00
VAS 3.00
One World 699
ONE TIME CHARGES
Activation Charges Rs. 250
Security Deposit NA
MONTHLY CHARGES (FIXED) 699
Bill Plan Charge Rs. 600
Monthly Rental Rs. 99
CLIP NA
Any Other Charges NA
MONTHLY CHARGES (OPTIONAL)
CLIP NA
LOCAL RATES Re. 1 per 2 min Re. 1 per min Re. 1 per min
STD RATES
50-200 KM Re. 1 per 2 min Re. 1 per min Re. 1 per min
200-500 KM Re. 1 per 2 min Re. 1 per min Re. 1 per min
500+ KM Re. 1 per 2 min Re. 1 per min Re. 1 per min
ISD
USA, Canada, Europe (Fixed Line), Rs.2.99 per min*

Zealand.
Gulf, Europe (Mobile), SAARC Rs.9.99 per min

Cuba, Sao Tome & Principe, Guinea Rs. 40.00 per min
Sakhalin
SMS
Local Re.1
Local CDMA Re.1
National Re.1
International Re.5
VAS Rs.3
Group Save 249
ONE TIME CHARGES
Activation Charges Rs. 250
Membership Fee Rs. 250
Security Deposit NA
CLIP NA
CLIP NA
LOCAL RATES Rs. 0.50/min Re. 1 Re.1
STD RATES
50-200 KM Rs.2.40/min Rs.2.40/min Rs.2.40/min
500+ KM Rs.2.40/min Rs.2.40/min Rs.2.40/min

ISD
USA, Canada, Europe (Fixed Line), Rs.7.20/min

Zealand.
Gulf, Europe (Mobile), SAARC Rs.9.99/min

Cuba, Sao Tome & Principe, Guinea Rs.40.00/min

Sakhalin
SMS
Local 50p
Local CDMA 50p
National Rs.2.00
International Rs.5.00
VAS Rs.3.00
Special CUG Offer:
 All local calls within the group - 30p/min.

 2.All STD calls within the group - 30p/min
 3.All roaming outgoing calls within the group - 30p/min
 Minimum member in a group required - 5
India Roam 399
Bill Plan Charge Rs.300
Monthly Rental Rs.99
CLIP NA
CLIP NA
LOCAL RATES Re.1 per 2 min Re.1 per min Re.1 per min
STD RATES
50-200 KM Re.1 per 2 min Re.1 per min Re.1 per min
200-500 KM Re.1 per 2 min Re.1 per min Re.1 per min
500+ KM Re.1 per 2 min Re.1 per min Re.1 per min
ISD
USA, Canada, Europe (Fixed Line), Rs.7.20 per min

Zealand.
Gulf, Europe (Mobile), SAARC Rs.9.99 per min

Cuba, Sao Tome & Principe, Guinea Rs.40.00 per min

Sakhalin
SMS
Local Re.1
Local CDMA Re.1
National Re.1
International Re.1
VAS Re.3
 CLIP waived off in this plan

 National Roaming rent is waived.
 No additional Security Deposit required for National Roaming
India Home 299
CLIP NA
CLIP NA
LOCAL RATES Re.1 for 2 min Re.1/min Re.1/min
STD RATES
50-200 KM Re.1/min Re.1/min Re.1/min
200-500 KM Re.1/min Re.1/min Re.1/min
500+ KM Re.1/min Re.1/min Re.1/min
ISD
USA, Canada, Europe (Fixed Line), Rs. 7.20

Zealand.
Gulf, Europe (Mobile), SAARC Rs. 9.99

Cuba, Sao Tome & Principe, Guinea Rs. 40.00

Sakhalin
SMS
Local Re.1
Local CDMA Re.1
National Re.1
International Re.5
Roaming charges in Airtel network :-
 Incoming calls at Re.1/min

 Outgoing Local calls at Re.1/min
 Outgoing STD calls at Re.1/min
 Outgoing Local & National SMS at Re.1/msg
Advance Rental Plan 499
Bill Plan Charge Rs.499
CLIP Rs.50/-
LOCAL RATES Rs.1.75/min Rs.1.75/min Rs.1.75/min
STD RATES
ISD

Zealand.
Cuba, Sao Tome & Principe, Guinea Rs.40/min

Sakhalin
SMS
Local 30 paise
National Rs.2
International Rs.5
 Rental waived off for 12 months

 All customers activated in this plan will be migrated to Airtel One 249 Plan once
the advance rental tenure gets over.
 Local Toping 1 : Available at Rs.25
Calls: Airtel to Airtel Mobile @ Re.1/-
Calls: Airtel to any local Mobile or Landline @ Re.1/-

Bill Plan Charge Rs. 799
CLIP Rs. 50/-
STD RATES
ISD

Zealand.


Sakhalin
SMS
Local 30 paise
National Rs.2
International Rs.5


Top
Bill Plan Charge Rs. 999/-
CLIP 50
STD RATES
ISD
Zealand.


Sakhalin
SMS
Local 30 paise
National Rs.2
International Rs.5


COMPANY PROFILE
IDEA CELLULAR
IDEA Cellular is a publicly listed company, having listed on the Bombay

Stock Exchange (BSE) and the National Stock Exchange (NSE) in March
2007.
As India's leading GSM Mobile Services operator, IDEA Cellular has
licenses to operate in all 22 Service Areas. Presently, operations exist in 11
Service Areas covering Delhi, Maharashtra, Goa, Gujarat, Andhra Pradesh,
Madhya Pradesh, Chattisgarh, Uttaranchal, Haryana, UP-West, Himachal
Pradesh, UP-East, Rajasthan and Kerala. With a customer base of over 26
million, IDEA Cellular's footprint currently covers approximately 60% of
India's telecom population.
Idea Cellular is a wireless telephony company operating in various states in

India. It initially started in 1995 as a join venture between the Tatas, Aditya
Birla Group and AT&T by merging "'Wings Cellular'" operating in Madhya
Pradesh,UP West,Rajasthan and Tata Cellular as well as Birla AT&T
Communications.
Initially having a very limited footprint in the GSM arena, the acquisition of
Escotel in 2004 gave Idea a truly pan-India presence covering Maharashtra
(excluding Mumbai), Goa, Gujarat, Andhra Pradesh, Madhya Pradesh,
Chattisgarh, Uttar Pradesh (East and West), Haryana, Kerala, Rajasthan and
Delhi (inclusive of NCR).
The company has its retail outlets under the "Idea n' U" banner. The
company has also been the first to offer flexible tarrif plans for prepaid
customers. It also offers GPRS services in urban areas.
A frontrunner in introducing revolutionary tariff plans, IDEA Cellular has

the distinction of offering the most customer friendly and competitive Pre
Paid offerings, for the first time in India in an increasingly segmented
market.
Customer Service and Innovation are the drivers of this Cellular Brand. A
brand known for their many firsts, Idea is only operator to launch GPRS and
EDGE in the country. Idea has received international recognition for its
path-breaking innovations when it won the GSM Association Award for
"Best Billing and Customer Care Solution" for 2 consecutive years
IDEA Cellular is part of the Aditya Birla Group, a US$ 24 billion

corporation with a market cap of US$ 31.5 billion and in the league of
Fortune 500. Anchored by an extraordinary force of over 100,000 employees
belonging to 25 different nationalities, over 50% of its revenues flow from
its overseas operations. The Group has been adjudged ‘The Best Employer
in India and among the Top 20 in Asia' by the Hewitt-Economic Times and
Wall Street Journal Study 2007.
The combined holding of the Aditya Birla Group companies in IDEA stands
at around 57 per cent.
With ambitious future plans, the company is poised for rapid growth across
the whole country.
The Indian telecommunications market for mobile services is divided into 22

"Service Areas" classified into "Metropolitan", Category "A", Category "B
and Category "C "service areas by the Government of India. These
classifications are based principally on a Service Area’s revenue generating
potential.
The established service areas are Delhi, Andhra Pradesh, Gujarat and
Maharashtra, Haryana, Kerala, Madhya Pradesh and Uttar Pradesh (West).
Licenses for the Maharashtra and Gujarat Service Areas were awarded in
December 1995, with network rollout and commercial launch achieved in
1997. In January 2001 the mobile operations in Andhra Pradesh Service
Area were integrated with IDEA through a merger with Tata Cellular
Limited. In June 2001, the mobile operations in Madhya Pradesh Service
Area were fully integrated with IDEA through an acquisition of RPG
Cellcom Limited. In October 2001, the license for Delhi Service Area was
acquired during the fourth mobile license auction, with network rollout and
commercial launch in November 2002. In January 2004, Escotel Mobile
Communications Private Limited ("Escotel"), was acquired with its original
licenses in the Service Areas of Haryana, Uttar Pradesh (West) and Kerala.
All these Service Areas were re-branded and integrated with IDEA in June
2004.
The New Service Areas are Uttar Pradesh (East), Rajasthan and Himachal
Pradesh.
Licenses for these New Service Areas were acquired through the acquisition
of Escotel (Escorts Telecommunications Limited).
Following significant investment in the roll-out of network in the New
Service Areas, amounting to approximately Rs. 4,678 million upto
September 30, 2006, a full commercial launch of mobile services was
achieved in the New Service Areas between September and November 2006
in a manner which also met the network roll-out requirements of the licenses
in 2007.
One of India's leading GSM mobile service operators, IDEA Cellular is
headquartered in Mumbai and has over 21 million subscribers. IDEA has
licenses to operate in 13 circles comprising states of Mumbai, Delhi, UP,
Uttaranchal, Haryana, Rajasthan, Madhya Pradesh, Chattisgarh, Gujarat,
Maharashtra (excluding Mumbai), Goa, Andhra Pradesh, Bihar and Kerala.
IDEA's footprint covers approximately 70 per cent of the national market for
mobile telephony. Idea is targeting roll out in Mumbai and Bihar circles
shortly for which spectrum is already allotted. IDEA has also received Letter
of Intent for remaining 9 circles.
IDEA offers GPRS on all its operating networks for both postpaid and pre-
paid services, and was the first company to demonstrate and commercially
launch the next generation EDGE technology for its Delhi Circle. IDEA has
also been a
pioneer in technology usage by employing satellite connectivity to reach
inaccessible rural areas in Madhya Pradesh.
A leader in value-added services, innovation is central to IDEA's VAS
products. IDEA was the first to offer 'Global SMS' in over 540 networks
across all technology platforms, and the first to offer a voice portal with
'SAY IDEA'. IDEA has also recently launched services like ‘Press * to copy
a Dialer tone’,
IDEA TV – first GSM Multi channel mobile television experience,
IDEATIMES – The first MMS magazine, Voice chat, Instant Messenger and
more. IDEA has also launched its PCO service to reach a customer base.
IDEA’s tariff plans have been customer friendly, catering to unique needs of
different consumer segments. 'WOMEN’S CARD' is meant to fulfill special
needs of women on the move, and ‘YOUTH CARD’ specifically caters to
the emerging youth segment.
IDEA is also the only Indian GSM operator to win the GSM Association
Award in the Best Mobile Technology category for the 'Best Billing and
Customer Care Solution', both in 2006 and 2007.
Truly, an IDEA can change your life
Holding
Initially the Birlas, the Tatas and AT&T Wireless each held one-third
equity in the company. But following AT&T Wireless' merger with Cingular
Wireless in 2004, Cingular decided to sell its 32.9% stake in Idea. This stake
was bought by both the Tatas and Birlas at 16.45% each.
Tata's foray into the cellular market with its own subsidiary, Tata Indicom, a
CDMA-based mobile provider, cropped differences between the Tatas and
the Birlas. This dual holding by the Tatas also became a major reason for the
delay in Idea being granted a license to operate in Mumbai. This was
because as per Department of Telecom (DOT) license norms, one promoter
could not have more than 10% stake in two companies operating in the same
circle and Tata Indicom was already operating in Mumbai when Idea filed
for its license.
The Birlas thus approached the DOT and sought its intervention, and the
Tatas replied by saying that they would exit Idea but only for a good price.
On April 10, 2006, the Aditya Birla Group announced its acquisition of the
48.18% stake held by the Tatas at Rs. 40.51 a share amounting to Rs. 44.06
billion. While 15% of the 48.14% stake was acquired by Aditya Birla
Nuvo, a company in-charge of the Birlas' new business initiatives, the
remaining stake was acquired by Birla TMT holdings Private Ltd., an AV
Birla family owned company.Currently, Birla Group holds 98.3% of the
total shares of the company.
Idea has successfully launched 5 more new circles (states) in India viz.
Bihar, Jharkhand,Orrisa,Mumbai and UP (East) to make itself a pan-India
player. Recently, Idea got licenses to operate in Mumbai & Bihar. They are
awaiting the spectrum from DoT
Subscriber Base
Idea's subscriber base as of December 2007 according to the Cellular
Operators Association of India is as follows
Maharashtra and Goa - 4,881,444
Madhya Pradesh and Chhattisgarh - 3,226,230
Andhra Pradesh - 3,252,035
Kerala - 2,704,888
Gujarat - 2,623,072
Uttar Pradesh (West) - 2,568,279
Delhi - 1,897,693
Haryana - 980,760
Uttar Pradesh (East) - 967,862
Rajasthan - 824,805
Himachal Pradesh - 74,505
Totalling to 21,054,027 or 12.46%(Approx.) of the total 192,696,402[1]
mobile connections in India
BOARD OF DIRECTORS
Mr. Kumar Mangalam Birla (Chairman)
Smt. Rajashree Birla
Mr. M.R. Prasanna
Mr. Saurabh Misra
Mr. Sanjeev Aga (Managing Director)
Mr. Arun Thiagarajan
Ms. Tarjani Vakil
Mr. Mohan Gyani
Mr. Biswajit Anna Subramanian
Mr. Gian Prakash Gupta
Prepaid Recharge - UPW

MRP Service tax Processing Talk Time Validity MOU Description
Fee
From To From To From To From To
11.8
100 108 11.00 10 79.00 86.12 0 56 62
8
Free 265 I2I

109 109 11.99 97.01 0 0 30 0 0
mins
12.8
110 117 12.10 10.00 87.90 94.13 0 63 67
7
All local calls

12.9 @ 50 paise
118 118 12.98 105.02 0 0 0 0 0
8 and all std
calls @ Re.1
16.3 122.6
119 149 13.09 10 95.91 0 69 88
9 1
21.7
150 198 16.5 128.64 4.86 47.58 30 3 34
8
21.8
199 199 21.89 156 21.11 21.11 60 15 15
9
12
200 200 22 22 0 178 178 0 127
7
22.9
201 209 22.11 128.64 50.25 57.37 30 36 41
9
211 250 23.21 27.5 128.6 59.19 93.9 30 42 67
32.5 103.3 143.4 10

251 296 27.61 120 30 74
6 9 4 2
32.6 Super
297 297 32.67 254.33 10 10 7 7
7 lifelong
298 298 32.78 32.7 120 145.2 145.2 30 104 10

8 2 2 4
32.8 10
299 299 32.89 116.11 150 150 15 107
9 7
19
300 300 33 33 0 267 267 0 191
1
33.2 157.8 158.7 11

301 302 33.11 110 30 113
2 9 8 3
33.3 113.6 113.6

303 303 33.33 156 60 81 81
3 7 7
37.8 160.5 196.1 14

304 344 33.44 110 30 115
4 6 6 0
37.9
345 345 37.95 257.04 50.01 50.01 180 36 36
5
54.3 291.3 329.6 23

451 494 49.61 110 30 208
4 9 6 5
54.4
495 495 54.45 430.55 10 10 Lifetime 7 7
5
331.4 30
496 600 54.56 66 110 424 30 237
4 3
73.1 417.8 474.8 33

601 665 66.11 117 45 298
5 9 5 9
73.2 349.3 349.3 25

666 666 73.26 243.37 90 250
6 7 7 0
476.6 39
667 750 73.37 82.5 117 550.5 45 340
3 3
100 109.5 736.4 52

996 110 150 740 90 526
0 6 4 9
Assumptions
Traffic rates and pattern
I2I 1 45%
I2M 1.5 40%
I2L 1.5 5%
STD 2.75 10%
Airtime rate per min 1.4
VALUE ADDED SERVICES OF IDEA
Just when you thought you had the cake, we made it possible for you to eat
it too.
Introducing THE IDEA Value Added Services, a vibrant bouquet of "little

conveniences" "small pleasures" "bits of happiness" "dollops of
infotainment" and all those "itsy bitsy" wants of yours that together make up
THE BIG SMILING PICTURE.
SMS based services to Voice based ones, the Idea range cuts across all
modes of communication to ensure the BEST VALUE for your money.
So be it downloading the latest ring tones or sharing the freshest of blonde

jokes, be it checking the status of your cousin's train arrival time or
arranging a pick up for your boss's delayed flight, Idea hands you the power
to do it all.
Chapter -3
RESEARCH
METHODOLOGY
SAMPLING PLAN
The Sampling plan was designed as follows:
Sampling Unit: Sampling Units are those people who are above the age
of 18 years, they are belonging to different in Income levels that is below the
Rs.50,000 Rs.50,000-1,00,000 Rs.1,00,000-2,00,000 and more then
Rs.2,00,000 these income is yearly.
Sample Size: The sample size of my data is 100. People are belonging
to the different areas of urban Bareilly.
COLLECTION OF DATA
The task of data collection begins after a research problem has been defined
and research design is chalked out. While deciding about the method of data
collection to be used for the study; the researchers should keep in mind two
types of data i.e. Primary and Secondary data.
The primary data are those which are collected afresh and for the first time,
and thus happen to be original in character. The secondary data on other hand
are those which have already been collected by someone else and which have
already been passed through the statistical process. The data used for the
present research is primary data. The different methods that are used for
collecting primary data are as follows:
A) Contact Method:
The 'contact method ' considering the short coming was selected to personal
interview.
B) Observation Method:
The present investigation was done on the basis of making note of behavior
and gestures of the target customers.
C) Questionnaire Method:
The method of data collection is quite popular and is being adopted by
researchers, private individuals and organization.
D) Schedule Method:
The method of data collection is very much like the collection of data through
questionnaire, with little difference which lies in the fact that schedules are
being filled in by the enumerates who are specially appointed for the purpose,
these enumerators go to the respondents along with the schedule and put up
the question. Inferences are drawn on the answers given by them.
Chapter-4
FINDINGS
QUESTIONARE
Age
10-20 21-31 31-41 Above 45

3% 41% 49% 5%
10-20 yrs
21-31 yrs
31-41 yrs
above 45 yrs
Occupation
Intermediate Graduate P graduate others

16% 29% 33% 22%
occupation
intermediate
graduate
p.graduate
others
Q1. Do you have any mobile?

Yes No
97% 3%
Q.2 Which Mobile service do you use?

Gsm Cdma
76% 24%
Q.3 which operation/service you prefer in GSM?

BSNL VODAFONE AIRTEL IDEA
17% 13% 39% 31%
Q.4 Are you interested in internet facility provided by mobile
operators?
YES NO
34% 67%
Q.5 For that which company you choose?

AIRTEL IDEA RELIANCE VODAFONE
28% 45% 23% 4%
4
23 28 AIRTEL
IDEA
RELIANCE
VODA
45
Q.6 DO you use the life time or incoming facility?

YES NO
71% 29%
Q.7 Do you have more than one Mobile?

YES NO
49% 61%
Q.8 By which you make call?

AIRTEL BSNL RELIANCE VODAFONE TATA
5% 42% 23% 18% 12%
Q.9 Are you satisfied with tariff rate of recharge voucher of

your mobile phone service?
YES NO
32% 68%
Chapter-5
FINDINGS-ANALYSIS
On the basis of research there are following findings may be exploited:-
• Now it is time of vast competition of telecommunication industry. No

one is perfect now a days.
• AIRTEL is more bigger player in this industry and obliviously in the

Bareilly region after that BSNL is there and now a days IDEA is also
in growth of telecommunication
• Most of people are having more than two cells for themselves
• People are not satisfied with the billing system of postpaid mobiles and
they are excited with the tariff plans and messages cards for SMS’s
• Some people are using CDMA sets for roaming facility.
• Many people use internet through mobile. People are using Bluetooth
device for more ease
• Incoming facility is good and customers take facility of this.

Chapter-6
SUGGESTION
Suggestions are valuable which play a vital role in any area of Business.
They not only help to develop the product but also enable it to stay in Tune
with the changing tastes and preferences of customers.
 There should be proper management of telecommunication devices

which will be more compliable for customer loading case of Airtel
 There must be local Service Point.
 The Complaints must be attained with the period of 24 hours in Airtel
specifically
 Airtel services should to give more emphasis on internet and voice
quality and other facility also.
 The employee should make better relation with customer.
 The company should conduct seminar and awareness program of
telecommunication services.
 Emphasis on better advertising by services.
 Take feedback with customer time to time for improving their
services.
 Improving there services and makes better relation with customer.
 Communicate with customer for knowing the problem of customer in
respect with services.
 Improve services by the customer care.
Chapter-7
CONCLUSION
 The conclusion of my research report is that none is best one in

telecommunication services.
 Idea is growing vastly time to time
 It is found in the research the tata indicom’s is not as good due to
voice unclearty.
 Generally BSNL customer faces more discomfort with network, it is
due to overloading of customerbase and relatively lack of machines
and management.
 At this time airtel is good and it may be said that its leader of this time
.
 Some new services is now coming as virgin.
 Reliance is also good in the area and launching new schemes also.
Chapter-8
LIMITAION
 Since the feedback of the customers was done through Questionnaire
major limitation was unavailability of customers thus leading to
highly low success rate.
 Most of the customers were so furious that they refused to part with
any information.
 Employees of company were so furious that they don’t interested in
giving any information about broadband.
 Time factor
Chapter-9
BIBLIOGRAPHY
 www.ideacellular .com
 www.airtel.com
 www.relianceinfo.com
 Research Metholodgy “C.R.Kothari”

Chapter-10
QUESTIONNAIRE
NAME- …………….
AGE-………………..
GENDER-…………………..
OCCUPATION. - …………………..
EDUCATION-………………..
CONTACT NO.-………………………………..
Q1. Do you have any mobile?
a) YES B) NO
Q.2 Which Mobile service do you use?
A) CDMA b) GSM
Q3. Which operation/service you prefer in GSM?
a) BSNL B) IDEA
C) AIRTEL D) VODAFONE
Q4. Are you satisfied with the billing system of your company?
A) YES B) NO
Q5 Are you interested in internet facility provided by mobile operators?
A) YES B) NO
Q6. For that which company you choose?
A) AIRTEL B) BSNL
C) IDEA D) VODAFONE
Q.7. DO you use the life time or great incoming facility?
A) YES B) NO
Q.8 Do you have more than one Mobile?
A) YES B) NO
Q.9 By which you make call?
A) AIRTEL B) BSNL
C) RELIANCE D) IDEA
E) TATA
Q.10 Are you satisfied with tariff rate of recharge voucher of your mobile
phone service?
A) YES B) NO
Q.11 Any suggestion for your mobile company
.................................................................................................................
...............................................................................................................................................
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PREFACE

The preparation of this report provides u great pleasure in releasing

The research termed as “A COMPARATIVE STUDY ON COSTOMER

I am neither a research expert nor a trend spotter. I am a management

I am highly obliged to Mr. Gulshan Kumar, Management Department

Lastly, I would like to thank the ALMIGHTY and my parents for

I hereby declare that I have completed my research project “ Comparative

Introduction & objective

Chapter - 3 RESEARCH METHODOLOGY

completely changed the Tele industry scene scenario in India.

in the country and will likely to continue so in the near future.

providers have been launching various plans to customers.

Cellular operators are also providing many exciting features to

forwarding , call waiting ,voice mail missed call in formations, call

conferencing contents free offers recharge voucher discounts, life time

validity double voucher validity, favorites numbers, right talk.

It is still a big question as to which of to the technologies will lead

The study has been conducted to fulfill following objectives:

• To determine the market share of various Mobile operators in Bareilly.

• To determine the comparison of customer services of Airtel and Idea.

• To know and compare consumer preference of various value added

1.1 Telecome India

commissioning of a 50-line manual telephone exchange in

telephone by Alexander Graham Bell. India had approx. 82,000 telephone

connections at the time of independence (1947) and by 1984 the number of

notoriously unreliable and only available to a small section of households

was launched in November 1995 in Kolkata.

1992 Telecommunication sector in India liberalized to bridge the

1993 The telecom industry gets an annual foreign investment Rs

1994 License for providing cellular mobile services granted by

1995 19 more telecom circles get mobile licenses

1995(August) Kolkata became the first metro to have a cellular network

1997 Telecom Regulatory Authority of India is set up

1998 Annual foreign investment in telecom stands at Rs 17,756.4

1999 Tariff rebalancing exercise gets initiated

1999(March) National Telecom Policy is announced.

2000(June) FDI inflow drops further down to Rs 918 million coming

2000 Amendment of TRAI Act.

1.2 GSM & CDMA comprastion

TDMA to differentiate between different mobile calls, TDMA means Time

Division Multiple Access. CDMA is a much more complex system which

they can be used around the world.

The world of wireless communication has opened up new vistas of

The CDMA or Code Division Multiple Access was initiated as an alternative

Mobile Network Statistics

India's Largest Cellular Operators as at Jan 31 2008

Operator Subscriber Base

Bharti Airtel 57.4

Vodafone Essar 41.1

INTRODUCTION TO THE INDIAN MOBILE

Developments in Mobile Technology in India

Government Rules and Regulations

Emergence of Strategic Alliances

Key Players in the Indian Telecom Industry

Reliance Infocomm Ltd

Tata Teleservices Ltd.

Factor Attributes Comprising the Factor

Conclusive Study Phase

2.3 Value added services