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INTRODUCTION
Overview
Bharti Airtel is one of the world’s leading providers of telecommunication services with presence in 20 countries including India, Sri Lanka, Bangladesh and 17 countries in the African continent. The Company served an aggregate of 251.65 million customers as on March 31, 2012 providing mobile, voice and data solutions using 2G, 3G and 4G technologies. In terms of number of wireless customers, the Company is among the top 5 in the world. The Company provides fixed line voice and data solutions to 3.3 million customers in 87 cities in India. The Company also offers an integrated suite of telecom solutions to its enterprise customers, in addition to providing long distance connectivity in India, Africa and rest of the world.
TheCompany also offers Digital TV and IPTV Services in India. All these services are rendered under a unified brand “airtel” either directly or through subsidiary companies. The Company also deploys, owns and manages passive infrastructure pertaining to telecom operations under its subsidiary, Bharti Infratel Limited that owns 42% of Indus Towers Limited. Together, Bharti Infratel and Indus Towers are the largest passive infrastructure service providers in India.
About Airtel
Bharti Airtel Ltd was incorporated in the year 1995 with the name Bharti Tele-Ventures Ltd. The company was promoted by Bharti Telecom Ltd, a company incorporated under the laws of India. The name of the company was changed from Bharti Tele-Ventures to Bharti Airtel Ltd with effect from April 24, 2006 in order to reflect their brand essence, objective and the nature of their business activities. During the year 1995-96, the company launched mobile services under the brand name 'Airtel' for the first time in Delhi and Himachal Pradesh. During the year 1997-98, the company became the first private telecom operator to obtain a license to provide basic telephone services in the state of Madhya Pradesh. They incorporated Bharti BT VSAT Ltd and Bharti BT Internet Ltd during the year. During the year 1999-2000, the company acquired JT Mobiles for providing cellular services operator in Punjab, Karnataka and Andhra Pradesh. Also, they acquired Skycell, Chennai and thus, they expanded their South Indian footprint. During the year 2001-02, they launched IndiaOne, India's first private sector national and international long distance service. They acquired licenses for eight new circles across India. In July 2001, the company acquired 100% equity interest in Bharti Mobitel Ltd (erstwhile Spice Cell Ltd), which provided mobile services in the Kolkata circle. During the year 2002-03, the company launched cellular mobile services in the circle of Mumbai, Maharashtra, Tamil Nadu, Kerala, Madhya Pradesh, Uttar Pradesh (West), Haryana and Gujarat, fixed line services in the circles of Tamil Nadu and Karnataka and International Long Distance Services. They also commenced commercial operations for their submarine cable landing station. During the year 2003-04, the company obtained the new licenses for providing the Unified Access Services, which include telecom circles of West Bengal (including Andaman & Nicobar and Sikkim), Bihar (including Jharkhand), Orissa, Jammu & Kashmir and UP (East). They also acquired interest in the telecom circles of Rajasthan and North Eastern States, through the acquisition of 67.5% equity stake in Bharti Hexacom Ltd. During the year 2004-05, Bharti Cellular Ltd and Bharti Infotel Ltd, subsidiaries of the company, merged with the company with effect from April 1, 2004. Prior to merger of Bharti Cellular Ltd with the company, Bharti Mobile Ltd operated in circles of Karnataka, Andhra Pradesh and Punjab merged with Bharti Cellular Ltd. The company acquired an additional stake of 1% from Fouad M T Al Ghanim Trading &Cont. Co Kuwait one of the shareholder of Bharti Hexacom Ltd. During the year, the company and Videsh Sanchar Nigam Ltd entered into an agreement to share the company's national long distance network for a period of 15 years for a consideration of Rs. 5,000 million. They entered into a regional mobile services agreement with six other leading mobile operators, namely Globe Telecom, Philippines; Maxis, Malaysia; Optus, Australia; SingTel, Singapore; Taiwan Cellular Corporations, Taiwan and Talkomsel, Indonesia and formed a regional alliance, namely Bridge Alliance. In April 2005, the company through their erstwhile 100% subsidiary Bharti Infotel Ltd, which was merged with the company acquired 100% equity stake in Bharti Broadband Ltd (formerly known as Comsat Max Ltd) by acquiring their holding company Satcom Broadband Equipment Ltd (formerly known as CMax Infocom Ltd). Also, Satcom Broadband Equipment Ltd and Bharti Broadband Ltd were amalgamated with the company with effect from October 1, 2005. During the year 2005-06, the company signed a managed capacity expansion contract with Ericsson for providing managed services and expands their GSM /GPRS network into rural India in 15 circles. Also, they entered into an agreement with Nokia to expand their managed GSM/ GPRS/ EDGE networks in eight circles. The company and IBM launched Managed Services under their joint go-to-market program. During the year, Vodafone acquired 10% economic interest in the company by way of subscription of convertible debentures in Bharti Enterprises Ltd. Also, the company entered into strategic partnership outsourcing agreements for their customer care call center operations with four international BPOs - Hinduja TMT (HTMT), IBM Daksh, Mphasis and TeleTech Services. During the year 2006-07, the company incorporated seven wholly owned subsidiaries namely Bharti Airtel (USA) Ltd, Bharti Airtel (UK) Ltd, Bharti Airtel (Hong Kong) Ltd and Bharti Airtel (Canada) Ltd, Bharti Infratel Ltd, Bharti Telemedia Ltd and Bharti Airtel Lanka (Pvt.) Ltd. They received letter of offer from Telecommunications Regulatory Commission of Sri Lanka for providing 2G and 3G mobile services in Sri Lanka. During the year, the company entered into agreement with Microsoft to offer software and services for the Small and Medium Business (SMB) market in India and to offer Microsoft's latest Windows Mobile 5.0 technology to its customer. They entered into agreement with Google to offer search services on Airtel Mobile. Also, they entered agreement with Adani Group to connect Mundra Port and Special Economic Zone and with IBM to deliver India's first 'Service Delivery Platform'. In July 2006, the company launched 'Airtel Mega' Fixed Wireless Phone (FWP) services. In September 14, 2006, they acquired 43,750 thousand shares of Bharti Hexacom Ltd for an aggregate consideration of Rs 875,000 thousand thereby increasing their stake from 68.5% to 68.89%. In December 2006 the company announced their foray into USA with the launch of Airtel CallHome service for Non-Resident Indians. In March 2007, they introduced BlackBerry 8800TM business phone. In April 3, 2007, Bharti Airtel (Singapore) Pvt. Ltd, Singapore, was incorporated for providing Voice Interconnection, Prepaid International Calling Services, International Private Leased Circuits and VSAT Trading. During the year 2007-08, Bharti Airtel Services Ltd (erstwhile Bharti Comtel Ltd), the wholly owned subsidiary of the company, sold their entire shareholding in Bharti Telemedia Ltd to the company and Bharti Enterprise Ltd in the ratio of 40% and 60%, respectively. The company acquired 2% stake in a subsidiary of IFFCO Ltd called IFFCO Kissan Sanchar Ltd at a consideration of Rs 50,125 thousand. Also, they invested USD 1,200 thousand towards 1,200 thousand shares, of Bridge Mobile Pvt. Ltd, Singapore (Bridge Mobile). During the year, the company entered into a joint venture agreement with Vodafone Essar Ltd and Idea Cellular Ltd and formed an independent tower company namely, Indus Towers Ltd for providing passive infrastructure services in 16 circles of India. In September 7, 2007, the company acquired 49% of the equity in Bharti Aquanet Ltd, India, at a consideration of Rs 159,549 thousand making Bharti Aquanet Ltd a 100% subsidiary of the company. In September 28, 2007, they acquired 100% of the equity in Network i2i Ltd, Mauritius, at a consideration of USD 133,400 thousand. In October 1, 2007, the company incorporated a new company namely, Bharti Airtel Holding (Singapore) Pvt. Ltd. in Singapore as an investment holding company of the company. In January 2008, the company transferred the passive telecom infrastructure business of the company to Bharti Infratel Ltd. During the year 2008-09, the company made their foray into media and television by redefining home entertainment with Airtel digital TV. They launched their virtual calling card service 'Airtel CallHome' in UK, Singapore and Canada. The service is targeted at the huge Indian Diaspora, Non-Resident Indians (NRIs) and Indian students in these markets. The company launched their mobile services in Sri Lanka under the Airtel brand. They expanded their footprint by launching their Mobile Services in Lakshadweep. They also launched VeriSign Identity Protection (VIP) Services for their enterprise customers in India in partnership with VeriSign. In February 19, 2009, the company increased their stake in Bharti Hexacom Ltd by 1.11% through acquisition of 2,780,306 equity shares for an aggregate consideration of Rs 166,818 thousand. In March 4, 2009, the company subscribed 1,470,000 equity shares (49% stake) in Bharti Teleports Ltd for an aggregate consideration of Rs.14,700 thousand. In October 2009, the company launched live mobile comic service on their mobile entertainment portal, Airtel Live. In October 23, 2009, they acquired an additional 55% equity stake in their subsidiary, Bharti Telemedia Ltd for a consideration of Rs 7.38 crore. Consequently, the total equity interest of the company in Bharti TelemediaLtd. increased to 95%. In January 12, 2010, the company agreed to acquire 70% stake in Warid Telecom, Bangladesh, a wholly owned subsidiary of the Dhabi Group. Warid Telecom is offering mobile services across all the 64 districts of Bangladesh. As of January 2010, the company had an aggregate of over 131 million customers in South Asia, including 121.7 million mobile customers in India. In March 11, 2010, the company made their debut into Media & Entertainment with the launch of the Airtel Digital Media Business. With this, the company is able to offer Content Delivery Solutions for media and entertainment sector. In June 2010, the company acquired Zain Group's mobile operations in 15 countries across Africa for an enterprise valuation of USD 10.7 billion. With this, the company has become the first Indian brand to go truly global with a footprint that covers over 1.8 billion people. Also, the company has become a major Indian MNC with operations in 18 countries across Asia and Africa with a customer base of over 180 million. During the year 2010-11, the company introduced a completely new, fresh and vibrant brand logo and identity apart from India and Sri Lanka, the brand also started to offer its services to consumers in Bangladesh making the Company a powerhouse across South Asia. Across the seas, the Company established a strong presence in the 16 countries across the African continent. During the year, Airtel won the 'Most Preferred Cellular Service Provider Brand' award in the CNBC Awaaz Consumer Awards 2010 for the 6th year in a row. The CNBC Awaaz Consumer Awards were based on an extensive consumer survey done by Nielsen, wherein the customers rated brands across different categories which delivered true value for money. During the year, the company launched 3G Services in 9 of 13 circles with 3G spectrum, empowering all 3G customers to manage their data usage and avoid 'bill shock' with proactive, personalized and timely data usage alerts coupled with introduction of easy-to-understand intuitive tariffs with personalized data usage limits. They launched various new and innovative products and services, such as airtel money, airtel call manager, airtel voice blog, airtel world SIM, Live Aarti, LearnNext, IPTV, airtel broadband TV, Unified Service Management Centre (USMC), Global Data Services, airtel digital TV recorder, MAMO (My Airtel My Offer) and i-Care directly and through its subsidiaries, which enabled it to strengthen their leadership in an intensely competitive market. During the year, the company launched their New Vision for India and South Asia 'By 2015, airtel will be the most loved brand, enriching the lives of millions' inspiring and directing all stakeholders for the next stage of growth. Also, they launched their vision for Africa 'By 2015 airtel will be the most loved brand in the daily lives of African people'. In August 27, 2010, the acquired the 100% interest in Telecom Seychelles Ltd, a telecom operator of Seychelles, for an enterprise value of USD62 million. In September 2011, the company chooses Ericsson India, Nokia Siemens Networks and Huawei Technologies as network partners to launch 3G Services in India. These partners will plan, design, deploy and maintain a 3G HSPA Network in Bharti Airtel 3G license circles. In January 2011, the company and State Bank of India (SBI) entered into a Joint Venture (JV) agreement to make available banking services to India's unbanked millions. The newly formed entity, will harness the power of State Bank's strengths and airtel's mobile telephony to add value to the banking and financial services sector and empower millions of financially excluded in the country to enhance their livelihood and quality of life. The Joint Venture will become the Business Correspondent of SBI and offer banking products and services at affordable cost to the citizens in unbanked and other areas.
Competition information
• Vodafone Telecom:Hutchinson telecom has got profitable operations. It is now mainly focusing on consumer prepaid market. It is launching different easy recharges for the prepaid customers. It has got subscribers of 7 million and 15.41% of the total market share.
• Tata Tele Services:Tata Tele Services is a later starter but banking of new subscriptions. It is poised to be one of the Pan- Indian operators. It has got 1.3 million subscribers and a market share of 1.87%
• BSNL: BSNL focused on consumer wireless and voice. It has a strong last-mile edge that could be leveraged for data services and broadband. It has got 5.2 million subscribers and 15.66% of the total market share.
• IDEA: Idea Cellular is an Aditya Birla Group Company, India's first truly multinational corporation. Idea is a pan-India integrated GSM operator offering 2G and 3G services, and has its own NLD and ILD operations, and ISP license. With revenue in excess of $4 billion; revenue market share of nearly 15%; and subscriber base of over 121 million in FY 2013, Idea is India’s 3rd largest mobile operator. Idea ranks among the Top 10 country operators in the world with a traffic of over 1.5 billion minutes a day.
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-Per-Minute 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 Indian 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.
OBJECTIVES AND METHODOLOGY
SIGNIFICANCE OF THE STUDY:
The study was conducted to know the brand awareness regarding Airtel cellular providers from the customers of different cellular service providers. Study totally revolves around the opinions and feedback from the users. An opinion survey with the help of questionnaire was conducted to know the users' view on the services provided by Airtel with special emphasis on the other cellular users.
The study was also done to estimate the performance of the Airtel mobiles with the other cellular service providers, and to whether the customers know about different services provided by the Airtel mobiles.
Understanding the level of customer satisfaction with:
Reference to Airtel
• Coverage
• Call centers
• Billing
OBJECTIVES OF THE STUDY:
• To understand the concept of Brand Awareness of Airtel Cellular.
• To know how many cellular users know about the services provided by Airtel.
• To study the basic need of the customer for switching from one Cell Company to another.
• To compare the service of “Airtel” with that of the other market players.
LIMITATIONS OF THE STUDY:
• The sample size was comparatively very small compared to the population and there are chances that it may not represent the whole population.
• The time and cost factors affected the size of the sample.
• A few of the questions asked were ranking based and hence there was every possibility of biased user opinion.
• There were only three open ended questions, which were comparatively low when compared to the number of the number of closed ended questions in the questionnaire keeping in the respondent's precious time.
• Most of the samples were collected during the office time. So there is a chance of receiving some wrong responses due workload from the respondents.
• Many of the respondents gave oral complaints, but hesitated to write those complaints in the complaints column.
RESEARCH METHODOLOGY:
This study is done using the following primary and secondary data:
• Primary Data: The primary data was collected by a market survey in Gurgaon. Questionnaire was prepared and administrated by taking a sample of 100 consumers, which contains different categories of consumers like students, businessmen and employees.
• Secondary Data: The secondary data comprises of various Books, Journals, Periodicals and other published magazines are included in the study. Data was also collected from the company's records and from the websites "www.Airtel.co.in"'.
Sampling:
• Deliberate sampling: Deliberate sampling is known as purposive or non-probability sampling. This sampling method involves purposive or deliberate selection of particular units of the universe for constituting a sample, which represents a universe. When population elements are selected for inclusion in the sample on the basis of access it can be called convenience sample.
• Simple random sampling: This type of sampling also known as chance sampling or probability sampling. Where each and every item in population has an equal chance of inclusion in this sample and each one of the possible sample, in case of finite universe, has the sample probability of being selected.
• Systematic sampling: In some instances the most practical way of sampling is to select every 15th name of list, every 10th house on one side of house of street and so on. Sampling of this type is known as systematic sampling.
• Stratified sampling: If the population from which a sample is to be drawn does not constitute a homogeneous group than a stratified sampling techniques applied so as to obtain representative sample.
• Quota sampling: In stratified sampling the cost of talking random samples from individual strata is often so expensive that interviewers are simply given quota to be filled from different strata, the actual selection of items for sample being left to the interviewer’s judgment.
• Cluster and area wise sampling: Cluster sampling involves grouping the population and then selecting the groups or the clusters rather than individual elements inclusion in the sample.
• Multi-stage sampling: This is the further development of the idea of cluster sampling. This technique is meant for big enquires extending today considerably large geographical area like entire country
• Sequential sampling: This is somewhat a complex sample design where the ultimate size of the sample is not fixed in advance but it is determined accordingly to the mathematical decisions on the basis of information yielded as study progress
CONCEPTUAL DISCUSSION
MARKETING:
Marketing deals with identifying and meeting human and social needs. One of the shortest definitions of Marketing is “Meeting needs profitably. When eBay recognized that people were unable to locate some of the items they desired most and created an online auction clearing house as when IDEA noticed that people wanted good furniture of a substantially lower price and created knock-down furniture.
Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relations in ways that benefit the organization and its stoke holders.
Four Basic Features of Modern Marketing:
• Modern marketing is consumer oriented.
• Modern marketing starts and ends with the consumer.
• Modern marketing precedes and succeeds production.
• Modem marketing is the guiding element of business.
Importance of marketing:
A high level of marketing activity is a prerequisite for a high level economic activity. It has been aptly remarked. "Nothing happens until somebody sells something. At present the urgency is for increased marketing and not merely for increase in production. This alone shows the importance of marketing as a potential force that commands high significance for society as a whole.
What Is a Brand?
Perhaps the most distinctive skill of professional marketers is their ability to create, maintain, protect and enhance brands. Marketers say that "branding is the art and cornerstone of marketing.
The American Marketing Association defines a brand as follows:
A brand is a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.
In essence, a brand identifies the seller or maker. It can be a name, trademark, logo, or other symbol. Under trademark law, the seller is granted exclusive rights to the use of the brand name in perpetuity. Brands differ from other assets such as patents and copyrights, which have expiration dates.
A brand is essentially seller's promise to deliver a specific set of features, benefits, and services consistently to the buyers. The brands convey a warranty of quality. But a brand is an even more complex symbol.
It can convey up to six levels of meaning:
• Attributes:A brand brings to mind certain attributes. Mercedes suggests expensive, well-built, well-engineered, durable, high-prestige automobiles.
• Benefits:Attributes must be translated into functional and emotional benefits. The attribute "durable" could translate into functional benefit. "I won't have to buy another car for several years". The attribute "expensive" translates into the emotional benefit “the car makes me feel important and admires.'
• Values:The brand also says something about the producer's values Mercedes stands for high performance, safety and prestige.
• Culture:The brand may represent a certain culture. The Mercedes represents German culture: organized, efficient, high quality.
• Personality: The brand can project a certain personality. Mercedes may suggest a no-nonsense boss (person), a reigning lion (animal), or an austere place (object).
• User:The brand suggests the kind of consumer who buys or uses the product. We would expect to see a 55-year-old top executive behind the wheel of a Mercedes, not a 20-year-old secretary.
If a company treats a brand only as a name, it misses the point. The branding challenge is to develop a deep set of positive associations for the brand. Marketers must decide at which level(s) to anchor the brand's identity. One mistake would be to promote only attributes. First, the buyer is not as interested in attributes as in benefits. Second, competitors can easily copy attributes. Third, the current attributes may become less desirable later.
Promoting the brand only on one benefit can also be risky. Suppose Mercedes touts its main benefit as "high performance". Then several competitive brands emerge with high performance as compared to other benefits. Mercedes needs the freedom to maneuver into a new benefit positioning.
The most enduring meanings of a brand are its values, culture, and personality. They define the brand's essence, The Mercedes stands for high technology, performance and success. Mercedes must project this in. its brand strategy. Mercedes must resist marketing an inexpensive car bearing the name; doing so would dilute the value and personality. Mercedes has built up over the years.
BRAND AWARENESS
Brand, the hip, catches all word of the New Economy. It suggested all a company needed succeed was awareness. Image, as they say, was everything. Pat Harpell saw it up close as the CEO of Harpell Inc., an integrated marketing firm in Maynard, Massachusetts. Over the past few years, many entrepreneurs have called on her to create branding programs, and she could see that old-fashioned branding strategies had gone astray. “That’s not a branding program; that's a logo." she says. "Basic business principles fell apart."'
Branding turned into a game of being seen for the sake of being seen, without giving consumers a reason to buy.
What ultimately fell apart was the connection between companies and consumers. Branding turned into a game of being seen for the sake of being seen, without giving consumers reason to buy. "There's been a tremendous abuse of branding," says Jeff Dufresne, managing director of Brand Storm, a brand-consulting group in Cincinnati. "I think people got confused and thought branding was just throwing some ill-conceived advertising out there to gain awareness."
With the dotcom fallout, companies are relearning the basic lessons of what makes a successful brand-mainly that you can't live on image only. Eyeballs don't equal sales, and logos don't create loyalty. Consumers want to know what you arc all about and why they should trust you enough to purchase your product. This will never change, no matter how much technology alters our lives.
Branding has become a monologue instead of a dialogue. Entrepreneurs need to leave their ivory office towers and talk to people.
It’s that dialogue that's beer, missing lately, Koehn says, and it's essential to any branding strategy. Branding has become a monologue instead of a dialogue. Entrepreneurs need to leave their ivory office towers and talk to people. They need to be responsive to their customers. They have to make sure their branding messages are understood by everyone inside the company. “Over the last few years, People didn't realize how hard branding really is.” Koehn says. But its rewards are equal to is-s difficulty.
Harpell recently studied a group of new companies to see how ingrained their branding messages were inside those companies. She found that many employees weren't aware of their companies' branding messages at all. “There were no brand connection, no teaching of employees and no communicating with consumers,” Harpell says.
The web's problems too. When management and technology consulting firm Accenture and technology research company Online Insight surveyed 2000 online consumers last year, they found that a lot of the givens about the web that marketers operate under are false. While most of the marketing is aimed at youth, the average online shopper is 35 to 44. Entrepreneurs also assumed that advertisements drew consumers to their sites while customer’s survey veiled on search engines. And the low prices companies touted weren't what customers were looking for; they wanted satisfying customer encounter that was Fast and convenient.
"Branding is about more than the sock puppet. It's about the total customer experience," says Kelly Dixon, co-author of the study and director of e-branding at Accenture in Chicago. "Companies haven't focused on the entire package."
Consumers developed a love-hate relationship with late-'90s branding strategies. Observes David Schumann, consumer psychologist and associate dean at the University of Tennessee in Knoxville. On one hand, seeing logos invade every inch of public space has left U.S consumers over-exposed tobranding. On the other hand, consumers are paying attention, if only briefly, to discover whether you'll reveal that one clear benefit your product or service offers that'll make them try it. The problem is this "one clear benefit" has been missing in plenty of branding campaigns, and Schumann sees companies facing the fallout: consumers sticking with the products they've trusted for a long time instead of taking a chance on products they don't really understand. When the value proposition is missing, Schumann says, risk-averse consumers will go with what they know.
Brand Awareness:
In developing brand, it is important to design communication messages that reflect the brand's unique value for specific audiences. Med stat helps healthcare providers strengthen their brand awareness efforts with those customers likely to use their service as well as determine the most effective media for communicating their brand value to the target audience based on lifestyle and media preference.
DEFINITION:
The act of creating public awareness of a specific brand in order to maximize its recognition, successful brand awareness strategies should define a company's uniqueness and set it apart from competitors". Quite simply, if potential customers do not know about a company, they will not purchase from it. Therefore, one of the preeminent goals of any business should be to build brand awareness, albeit, in cost-effective manner as possible.
Consumers tend to make purchasing decisions based on peer recommendations and direct experience, as well as traditional advertising methods. This is why it is necessary to build brand awareness strategies out by instilling trust among consumers. Thus trust must be achieved through credibility, rather than just a catchy advertising campaign. Promotional marketing involving a one-to-one component is proving increasingly effective at building trust and acquiring new customers.
Online brand awareness strategies are used frequently, albeit with differing levels of success. These online brand awareness strategies can include the use of advertising including banners, sponsorships, and email/newsletter advertising, online PR, affiliate marketing, etc.
What Is Brand Equity?
The American Marketing Association defines a brand as “a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.” A brand is thus product or service that adds dimensions that differentiate may be functional, rational or tangible – related to product performance of the brand. They may also be more symbolic, emotional or intangible – related to what the brand represents.
Branding has been around for centuries as a means to distinguish the goods of oneproducer from those of another. The earliest signs of branding in Europe were the medieval guilds’ requirement that craftspeople put trademarks on their products to protect them-selves and consumers against inferior quality. In the fine arts, branding began with artists signing theirworks. Brands today play a number of important roles that improve consumers’ lives and enhance the financial value of firms.
The Role of Brands:
Brands identify the source or maker of a product and allow consumers – either individuals or organizations – to assign responsibility to a particular manufacturer or distributor. Consumers may evaluate the identical product differently depending on how it is branded. Consumers learn about brands through past experiences with the product and its marketing program. They find out which brands satisfy their needs and which ones do not. As consumers’ lives become more complicated, rushed, and time-starved, the ability of a brand to simplify decision-making and reduce risk is invaluable.
Brands also perform valuable functions for firms. First, they simplify product handling or tracing Brands help to organize inventory and accounting records. A brand also offers the firm legal protection for unique features or aspects of the product. The brand name can be protected through registered trademarks; manufacturing processes can be protected through parents; and packaging can be protected through copyrights and designs. These intellectual property rights ensure that the firm can safely invest in the brand and reap the benefits of a valuable asset.
Brands can signal a certain level of quality so that satisfied buyers can easily choose the product again. Brand loyalty provides predictability and security of demand for the firm and creates barriers to entry that make it difficult for other firms to enter the market. Loyalty also can translate into willingness to pay a higher price – often 20 to 25 percent more. Although competitors may easily duplicate manufacturing processes and product designs, they cannot easily match lasting impressions in the minds of individuals and organizations from years of marketing activity and product experience. In this sense, branding can be seen as a powerful means to secure a competitive advantage.
To firms, brands thus represent enormously valuable pieces of legal property that can influence consumer behavior, be bought and sold, and provide the security of sustained future revenues to their owner. Large earnings multiples have been paid for brands in mergers or acquisitions, starting with the boom years of the mid-1980s. The price premium is often justified on the basis of assumptions of the extra profits that could be extracted and sustained from the brands, as well as the tremendous difficulty and expense of creating similar brands from scratch. Wall Street believes that strong brands result in better earnings and profit performance for firms, which, in turn, creates greater value for shareholders. Much of the recent interest in brands by senior management has been a result of these bottom-line financial considerations. “Marketing Memo: The Brand Report Card” lists 10 key characteristics based on a review of the world’s strongest brands.
The Scope of Branding
How then do you “brand” a product? Although firms provide the impetus to brand creation through marketing programs and other activities, ultimately a brand is something that resides in the minds of consumers. A brand is a perceptual entity that is rooted in reality but reflects the perceptions and perhaps even the idiosyncrasies of consumers.
Branding is endowing products and services with the power of a brand. Branding is all about creating differences. To brand a product, it is necessary to teach consumers “who” the product is – by giving it a name nd using other brand elements to help identify it – as well as “what” the product does and “why” consumers should care. Branding involves creating mental structures and helping consumers organize their knowledge about products and services in a way that clarifies their decision making and, in the process, provides value to the firm.
For branding strategies to be successful and brand value to be created, consumers must be convinced that there are meaningful differences among brands in the product or service category. The key to branding is that consumers must not think that all brands in the category are the same.
Brand differences often are related to attributes or benefits of the product itself. Gillette, Merck, Sony, 3M, and others have been leaders in their product categories for decades due, in part, to continual innovation. Other brands create competitive advantages through non-product-related means. Coca-Cola, Calvin Klein, Gucci, Tommy Hilfiger, Marlboro, and others have become leaders in their product categories by understanding consumer motivations and desires and creating relevant and appealing images around their products.
Branding can be applied virtually anywhere a consumer has a choice. It is possible to brand a physical good (Camphell’s soup, Pantene shampoo, or Ford Mustang automobiles), a service (Singapore Airlines, Bank of America, or BlueCross/BlueShield medical insurance), a store (Nordstrom department store, Foot Locker specialty store, or Safeway supermarket), a person (Tom Clancy, Britney Spears, or Andre Agassi), a place (the city of Sydney, state of Texas, or country of Spain), an organization (UNICEF, American Automobile Association, or The Rolling Stones), or an idea (abortion rights, free trade, or freedom of speech).
Defining Brand Equity
Brand equity is the added value endowed to products and services. This value may be reflected in how consumers think feel, and act with respect to the brand, as well as the prices, market share, and profitability that the brand commands for the firm. Brand equity is an important intangible asset that has psychological and financial value to the firm.
Marketers and researchers use various perspectives to study brand equity.Customer-based approaches view brand equity from the perspective of the consumer – either an individual or an organization.12 The premise of customer-based equity models is that thepower of a brand lies in what customers have seen, read, heard, learned, thought, and felt about the brand over time. In other words, the power of a brand lies in the minds of existing or potential customers and what they have experienced directly and indirectly about the brand.
Customer-based brand equity can be defined as the differential effect that brand knowledge has on consumer response to the marketing of that brand. A brand is said to have positive customer-based brand equity when consumers react more favorably to a product and the way it is marketed when the brand is identified as compared to when it is not. A brand is said to have negative customer-based brand equity if consumers react less favorably to marketing activity for the brand under the same circumstances.
There are three key ingredients to this definition. First, brand equity arises from differences in consume response. If no differences occur, then the brand name product can essentially be classified as a commodity or generic version of the product. Competition would then probably be based on price.
Second, these differences in response are a result of consumer’s knowledge about the brand. Brand knowledge consists of all the thoughts, feelings, images, experiences, beliefs, and so on that become associated with the brand. In particular, brands must create strong, favorable, and unique brand associations with customers, as has been the case with Volvo (safety), Hallmark (caring), and Harley-Davidson (adventure). Third, the differential response by consumers that makes up the brand equity is reflected in perceptions, preferences, and behavior related to all aspects o the marketing of a brand. Table 9.1 summarizes some o these key benefits of brand equity.
The challenge for marketers in building a strong brand is therefore ensuring that customers have the right type of experience with products and services and their marketing programs to create the desired brand knowledge structures for the brand.
Brand Equity as a Bridge
From the perspective of brand equity, all the marketing dollars spent each year on products and services should be thought of as investments in consumer brand knowledge. The quality of the investment in brand building is the critical factor, not necessarily the quantity, beyond some minimal threshold amount.
It is actually possible to “overspend” on brand building if money is not spent wisely. In the beverage category, brands such as Michelob, Miller Lite, and 7Up saw sales decline in the 1990s despite sizable marketing support, arguably because of poorly targeted and delivered marketing campaigns. And there are numerous examples of brands that amass a great deal of brand equity by spending on marketing activities that create valuable, enduring memory traces in the consumers’ minds. Despite being outspent by such beverage brand glants as Coca-Cola, Pepsi, and Budweiser, the California Milk Processor Board was able to reverse a decades-long decline in consumption of milk in California partly through its well-designed and executed “Got Milk?” campaign.
At the same time, the brand knowledge created by these marketing investments dictates appropriate future directions for the brand. Consumers will decide, based on what they think and feel about the brand, where (and how) they believe the brand should go and grant permission (or not) to any marketing action or program. New products such as Crystal Pepsi, Levi’s Tailored Classic suits, Fruit of the Loom laundry detergent, and Cracker Jack cereal failed because consumers found them inappropriate.
A brand is essentially a marketer’s promise to deliver predictable product or service performance. A brand promise is the marketer’s vision of what the brand must be and do for consumers. At the end of the day, the true value and future prospects of a brand rest with consumers, their knowledge about the brand, and their likely response to marketing activity as a result of this knowledge. Understanding consumer brand knowledge – all the different things that become linked to the brand in the minds of consumers – is thus of paramount importance because it is the foundation of brand equity.
Virgin, the brainchild of England’s flamboyant Richard Branson, vividly illustrates the power enjoyed and responsibility assumed by a strong brand.
Building Brand Equity
Marketers building brand equity by creating the right brand knowledge structures with the right consumes. This process depends on all brand-related contacts – whether marketer-initiated or not. From a marketing management perspective, however, there are three main sets of brand equity drivers:
• The initial choices for the brand elements or identities making up the brand (e.g., brand names, URLs, logos, symbols, characters, spokespeople, slogans, jingles, packages, and signage), Old Spice uses bright-red packaging and its familiar ocean schooner to reinforce its nautical theme while also launching deodorant and antiperspirant extensions adding the High Endurance and Red Zone brand names.
• The product and service and all accompanying marketing activities and supporting marketing programs. Joe Boxer made its name selling colorful underwear with its signature yellow smiley face. Mr.Lickyy, in a hip, fun way. The company spent almost zero on advertising clever stunts and events garnered publicity and word of mouth. An exclusive deal with Kmart has generated strong retail support.
• Other association indirectly transferred to the brand by linking it to some other entity (e.g. a person, place, or thing). Subaru used the rugged Australian Outback and actor Paul Hogan of Crocodile Dundee movie fame in ads to help crafts the brand image of the Subaru Outback line of sports utility wagons.
Choosing Brand Elements
Brand elements are those trade makeable devices that serve to identify and differentiate the brand. Most strong brands employ multiple brand elements. Nike has the distinctive “swoosh” logo, the empowering “Just Do It” slogan, and the mythological “Nike” name based on the winged goddess of victory.
Brand elements can be chosen to build as much brand equity as possible. The test of the brand-building ability of these elements is what consumers would think or feel about the product if they only knew about the brand element. A brand element that provides a positive contribution to brand equity for example, would be one where consumers assumed or inferred certain valued associations or responses. Based on its name alone, a consumer might expect Color Stay lipsticks to be long-lasting and Snack Well to be healthful snack foods.
BRAND ELEMENT CHOICE CRITERIA:
There are six criteria in choosing brand elements (as well as more specific choice consideration in each case). The first three (memorable, meaningful, and likable) can be characterized as “brand building” in terms of how brand equity can be built through the judicious choice of a brand element. The latter three (protectable, adaptable, and transferable) are more “defensive” and are concerned with how the brand equity contained in a brand element can be leveraged and preserved in the face of different opportunities and constraints.
• Memorable. How easily is the brand element recalled? How easily recognized? Is this true at both purchase and consumption? Short brand names such as Tide, Crest, and Puffs a help.
• Meaningful. To what extent is the brand element credible and suggestive of the corresponding category? Does it suggest something about a product ingredient or the type of person who might use the brand? Consider the inherent meaning innames such as Diehard auto batteries, Mop & Glo floor wax, and Lean Cuisine low-calorie frozen entrees.
• Likeability. How aesthetically appealing does consumers find the brand element? Is it inherently likable visually, verbally, and in other ways? Concrete brand names such as Sunkist, Spic and Span and Firebird evoke much imagery.
• Transferable. Can the brand element be used to introduce new products in the same or different categories? To what extent does the brand element add to brand equity across geographic boundaries and market segments? Volkswagen chose to name its new SUV, Touareg, after a tribe of colorful Saharan nomads. Unfortunately, historically they were also notorious slave owners, which created a negative press backlash in the United States.
• Adaptable. How adaptable and updatable is the brand element Betty Crocker has received over eight makeovers through the years – although she is over 75 years old, she doesn’t look a day over.
• Protectable. How legally protectable is the brand element? How competitively protectable? Can it be easily copied? It is important that names that become synonymous with product categories – such as Kleenex, Kitty Litter, Jell-I, Scotch Tape, Xerox, and Fiberglass – retain their trademark rights and not become generic.
Designing Holistic Marketing Activities
Although the judicious choice of brand elements and secondary associations can make important contributions to building brand equity, the primary input comes from the product or service and supporting marketing activities.
Brands are not built by advertising alone. Customers come to know a brand through a range of contracts and touch points: personal observation and use, word of mouth, interactions with company personnel, online or telephone experiences, and payment transactions. A brand contact can be defined as any information-bearing experience a customer or prospect has with the brand, the product category, or the market that relates to the marketer’s product or service. Any of these experiences can be positive or negative. The company must put as much effort into managing these experiences as it does in producing its ads.
The strategy and tactics behind marketing programs have changed dramatically in recent years. Marketers are creating brand contacts and building brand equity though many avenues, such as clubs and consumer communities, trade shows, event marketing, sponsorship, factory visits, public relations and press releases, and social cause marketing.
WIRELESS MEDIA
Cellular Telephony:
The technology that gives a person the power to communicate anytime anywhere has spawned an entire industry in mobile telecommunications. Mobile telephones have become a business/economy,
The most prevalent wireless standard in the world today is GSM. The GSM association (Global System for Mobile Communication) was instituted in 1987 to promote and expedite the adoption, development, deployment and evolution of the GSM standards for digital wireless communications. The GSM association was formed as a result of a European community agreement on the need to adopt common standards suitable for cross border European mobile communications. Starting of primarily as a European standard, the group special mobile as it was then called, soon came to represent the global system for mobile communication as it achieved the status of a worldwide standard. GRM is today, the world’s leading digital standard accounting for 68.5% of the global digital wireless market. The Indian government when considering the introduction of cellular services into the country, made a landmark decision to introduce the GSM standard, leap fogging obsolescent technologies/standards. Although cellular licenses were made technology neutral in September 1999, all the private operators are presently offering only GSM based mobile services. The new licenses for the 4'1 cellular licenses that were awarded in July 2001 too, have opted for GSM technology to offer their mobile services.
Cellular Industry in India:
The government of India recognizes that the provision of a world class telecommunication infrastructure and information is the key to rapid economic and social development of the country. It is critical not only for the development of the information technology industry, but also has widespread ramifications on the entire economy of the country. It is also anticipated that going forward, a major part of the GDP of the country would be contributed by this sector. Accordingly, it is of vital importance to the country that there be a comprehensive and forward looking telecommunications policy which creates an enabling framework for the development of this industry.
India today is emerging as one of the most important and exciting wireless markets in the world.
History of telephony in India:The first telegraph line in India was commissioned in October 1851 for the East India Company. That was the beginning of India's electronic contact with the world. A hundred years later, the first automatic telephone exchange opened in Calcutta. From then to 1995, (when the first cellular phone call was made at the princely cost of Rs 16.80 per minute) for the average Indian, getting a telephone connection meant having contacts at the right places.
Of course, what is playing out in India is just one exciting chapter in the global wireless revolution - a revolution that has ensured that mobile phones are the most widespread communication devices on earth. There are more than 50 million subscriptions as 1st October 2007; the company is one of the world’s fastest growing telecom companies. It offers its mobile services under the Airtel brand and is headed by “Sunil Mittal”, India’s 6th richest man with a total worth of US$27 billion.
Some analysis advises taking slightly more conservative figure. They point out that there is some degree of over-counting by cellular service operators in the mad rush to report higher subscriber’s numbers; it is often hard to tell just how many active subscribers each operator has. While post-paid customers need to surrender their number to recover their deposits, there is no such compulsion for pre¬paid customers, who account for well over 80% of the subscriber base. And most operators allow a pre-paid subscriber to exist in the system for anything ranging from 45days to 6 months, even after they have stopped buying talk-time. So, many of those subscribers simply do not exist.
Even the specter of -double counting cannot take away from the fact that India's mobile party is in full swing. And that it is likely to continue at least for the next couple of years. Everyone - the Government, Vendors, Handset manufacturers, and operators –ispulling out all the stops to make sure that the party doesn't end prematurely. The introduction of the unified license has sorted out the key regulatory concerns. Sure there are still a few direct investment limits to 74%.
The equipment and handset vendors are keeping the growth story going. If two years ago, capacity enhancement cost over $100 per subscriber, it is under $40 now. Nokia is now getting increasingly aggressive in the Indian telecom equipment market. Recent data suggests that its equipment rates have come down to S25 per subscriber- once again, among the lowest in the world.
In just a decade, the Indian telecom sector has transformed itself from a musty tome of arcane into a growth story on steroids.
CELLULAR WORLD
Cellular telephones have revolutionized the communications arena, redefining how we perceive voice communications. Traditionally cellular phones remained out of hands of most consumers due to their high cost.
As a result, cell phone carriers have invested time and resources into finding ways to give the systems higher capacity and thus lower cost. Cell systems are benefiting from this research and starting to develop into large-scale consumer products.
Today, cellular phones are truly consumer electronics devices with over 75 million subscribers. Since cell phones have ceased to be an exclusive status symbol of high-powered lawyers and are now in the hands of millions of consumers. They are now incredibly cost sensitive. Specifically it is not the cost of the device that counts, but the cost of using the device. Today, more than ever, cellular companies are looking for ways to bring down the call cost to attain even higher market penetration, especially in metropolitan areas.
In this report, we will begin by examining how eel! Phone systems work, paying close attention to details in system design that reduce cost and increase quality. After knowing about how an eel! Phone system works, we will examine the various cell phone systems in existence examining the details of their operation and how that impacts the cost of using the system and call quality on the system.
CELL PHONES
An Overview
It is common knowledge that cellular phone? (Referred to as "cell'' phones from here on) are wireless phones; however, many of us have confusion about how a cell phone works.
• Essentially, cell phones use high-frequency radio signals to communicate with "cell towers" located throughout the calling area.
• Cell phones communicate in the frequency range of 806-890 MHz and 1850-1990 MHz for the newly allocated "PCS" frequency range.
• Whenthe user wants to make a call, the cell Phone sends a message to the tower, asking to be connected to a given telephone number.
• If to the tower has sufficient resources to grant the request, a device called a "switch" patches the cell phone's signal throughout to a channel on (he "Public Switched Telephone Network"(other\vise known as P S T N).
• This call now takes a wireless channel as well as PSTN channel that will be held open until the call is completed.
• This channel cannot be used for anyone else's call until the cell phone call is discontinued. The above simple description of how cell phones work, we will add technical details about various facets of cell phone systems throughout the remainder of this section.
CELLULAR PHONES
As the name implies, cell phone systems are made up of many small "cells". Each cell in a cell phone system represents the area served by one cell phone tower, The concept of cells is key behind the success of cell phones because by spacing many cells fairly close to each other, the cell phones may broadcast at very low power levels (typically 200m\V 1W, depending on system). Since the cell phones may broadcast at low power levels, they use small transmitters and small batteries, and thus are able to tit in a shirt pocket, unlike amateur radios can occupy a tabletop.
Cells are typically spaced around 1-2 miles apart but can be spaced up to 20 miles apart in rural areas. In loaded areas with many obstacles (such as tall buildings), the cell sites may be spaced closer together, some technologies, like PCS, require closer cell spacing due to their higher frequency and lower power operation. Additionally, buildings interfere with cell signals coming from outside so many buildings have their own "micro cell1'. The Kingdome and New York subway are two examples of where micro cells are used. Micro cells may also be used to increase overall capacity within a heavily populated area such as city's core downtown area. In fact, homes may have "Pico cells'' connected to the home's PSTN connection to allow the eel] phone to be used as a cordless phone.
ENCODING AND MULTIPLEXING
Overview
With thousands of cellular phone calls going on at any given time within a city, it certainly would not work for everyone to talk on the same channel at once (as in CB and short-wave radios). Therefore, several different techniques were developed by cell phone manufacturers to split up the available bandwidth into many channels each capable of supporting one conversation. The following sections will discuss each technology and how it works.
Analog vs. Digital
While the distinctions between analog and digital encoding are probably obvious to most readers, a short discussion is included for those who are not. Essentially, analog broadcasts audio as a series of continuously changing, voltage levels representing the amplitude of the voice conversation. When sent on the cell phone network using the standard frequency modulation (meaning voltage levels translate into frequency shifts) into channel separated by 30 KHz, we find that the amplitude can be effectively transmitted at 15 KHz due to Nyquist limitations.
Instead of sending data as various voltage levels, a digital signal quantizes the voltage levels into a number of bits (typically 2 or 25(5 representing an S-bit encoding). These bins are encoded as a binary number and sent as a series of Is and Os. This allows for digital compression in the encoding stage enabling voice to be sent at as little as 8000 bits per second.
FDMA
FDMA stands for "frequency division multiple access1' and though it could be used for digital systems, is exclusively used on all analog cellular systems. Essentially, FDMA splits the allocated spectrum, in many channels. In current analog cell systems, each channel is 30 KHz. When a FDMA cell phone establishes a call, it reserves the frequency channel for the entire duration of the call.
The voice data is modulated into this channel frequency band (using frequency modulation) and sent over the airwaves. At the receiver, the information is recovered using a Band Pass Piker. The phone uses a common digital control channel to acquire channels.
FDMA systems arc least efficient cellular system since each wasted analog channel can only use by one user at a time, not only are those channels larger than necessary given modern digital voice compression, but they are also whenever there is silence during the cell phone conversation. Analog signals are also especially susceptible to noise and there is no way to filter it out. Given the nature of the signal, analog cell phones must use higher power (between 0 and 3 watts) to get acceptable call quality. Given these shortcomings, it is easy to see why FDMA is being replaced by newer digital techniques.
TDMA
TDMA stands for "time division multiple access". TDMA builds on FDMA by dividing conversations by frequency and time. Since Digital compression allows voice to be sent at well under 10 kilobits per second (equivalent to 10 KHz). TDMA fits three digital conversations into FDMA channel(which is 30 KHz) by sampling a person’s voice for say 30 million seconds, then transmitting it in 10 milliseconds; the system is able to offer 3 timeslots per channel in a round-robin fashion. This technique allows compatibility with FDMA while enabling digital services and easily boosting system capacity by three times.
While TDMA is good digital system, it is still somewhat inefficient since it has no flexibility for varying digital rates (high quality voice, low quality voice, pager traffic) and has no accommodations for silence in a telephone conversation. In other words, once a call is initiated, the channel/timeslot pair belongs to the phone tor the duration of the call. TDMA also requires strict signaling and timeslot by synchronization. A digital control channel provides synchronization functionally as well as adding voice mail and message notification. Due to the digital signal, TDMA phones need only broadcast at 600 mill watts.
CDMA
CDMA stands for "Coded Division Multiplexed Access11 and is both the most interesting and the harden row implement multiplexing method. CDMA has been likened to a party; when everyone talks at once, no one can understand, however, if everyone speaks a different language, then they can be understood. A CDMA system has no cha