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Bharti's executives envisioned that they would replicate the highly successful high-volume, low-cost telecom model that they had pioneered for the Indian masses in Africa. But when they began to integrate the companies, Bharti's executives discovered a slew of unexpected challenges, including cultural differences between their Indian and African employees, poorer infrastructure than they had expected with higher-than-anticipated costs, a monopolistic distribution network, strong competitors, a weak partner ecosystem, and a market that was unresponsive to tariff cuts. In early , a year and a half later, the company has outsourced its networks, IT and customer service operations like it did in India; launched a unified brand across the continent; and culturally integrated with its new environment.
Product: Airtel is the fifth largest telecom operator in the world with about It provides mobile, fixed telephony as well as broadband and subscription television services Airtel won 3G licenses in 13 telecom circles of India? Product differentiation is limited so main USP is uninterrupted services and troubleshooting support?