Professional Documents
Culture Documents
Group E08
Future Strategy
Bharti Airtel
Revenue Breakup 25% market share in 2003
Target: GSM system up in all 5161 census towns by 2007 Target: To be in all 23 circles by end of 2005 Current Status: Present in 15 Circles and 1400 Towns
Broadband & Telephone (16%) Long dist, Group Data, Enterprise (30%)
Vendor Analysis
Number of relationships with network suppliers like Nokia, Siemens, Ericsson
Comfortable working with many suppliers as everything is plug and play Issue: Around 35% excess capacity to keep one step ahead of customer demand Delay between the time the need for additional capacity is identified and the time it could be up and running
IT Issues
The IT systems of acquired companies are incompatible with existing systems
Certain applications like fraud management are not provided by its existing vendors like IBM, HP, Sun Microsystems etc.
IT
The hardware applications not supported by IBM wont be available. IBM may not be able to work fairly with other vendors Over Dependence on IBM Can be better handled by having a Service Oriented Architecture with multiple vendors
HR
Staff may not want to be transferred, or perhaps the vendors may not want to take them
Assumption that the Vendors and IBM would agree to the current contract does not have a strong backing
Bottleneck
Strategic Item
Leverage Item
PROFIT IMPACT
Source: http://www.scribd.com/doc/52784387/Bharti-Airtel-Case
Decision
Strategic Plan : IT
Enable a Service Oriented Architecture to enable scalability at lower cost Outsourcing of the IT infrastructure in steps Initial outsourcing to be done to all the vendors namely IBM, Sun, HP and Oracle for a period of 3 years This step takes care that no one vendor gets major share of the system This step ensures that Airtel doesn t become dependent on one vendor After 3 years, outsource the complete infrastructure to IBM and dismiss the contract with the other vendors Since IBM doesn t have the infrastructure, it would have to subcontract to the other 3 vendors for the pieces of infrastructure that they had This step ensures that even though Airtel has formed the contract with IBM only, IBM still won t have power over Airtel as Airtel can always go back to the previous arrangement
Strategic Plan
Trade-offs Lose the flexibility of changing suppliers if the service is found unsatisfactory, but advantage of having the vendor collaborate with us in making our entry in a region successful, so that others will join us later Support and Resistances Support from the vendors who would be willing to build their relationship with Airtel and join the bandwagon for the growing telecom market in India Resistance from the top management, in terms of outsourcing the infrastructure, which would have to be tackled by showing the advantages of the proposal in terms of saved costs, time and efforts and have better operational efficiency Impact (Qualitative and Quantitative) Continuously expand our customer base and have revenue growth, so as to meet the expectations of IT vendors, but having the risk of loss of trust and business if the revenue growth does not match expectations Opportunity for rapid growth and capturing market share but failure would push the company out of competition due to fast moving competitors
2005
Thank You