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Harvard Case - Airtel: Create a New Brand or Use Existing Ones?

"Airtel: Create a New Brand or Use Existing Ones?" Harvard business case study is written by Deep Desai, Jaydeep Mukherjee. It deals with the challenges in the field of General Management. The case study is 9 page(s) long and it was first published on : Jan 10, 2024

At Fern Fort University, we recommend that Airtel leverage its existing brand equity for its new mobile money service in Africa. While a new brand could offer flexibility, it would be more strategic to capitalize on Airtel's established reputation, brand recognition, and existing customer base. This approach leverages the company's existing resources, minimizes risk, and accelerates market penetration, ultimately leading to faster growth and profitability.

2. Background

Airtel, a leading telecommunications company operating across Asia and Africa, is faced with a strategic decision: whether to launch a new brand for its mobile money service in Africa or leverage its existing Airtel brand. The African market presents significant growth potential for mobile money services, but it also poses unique challenges, including intense competition, regulatory hurdles, and diverse consumer needs.

The main protagonists in this case are:

  • Airtel's leadership: They need to decide on a brand strategy that balances growth potential with risk mitigation.
  • The African market: This diverse and dynamic market presents both opportunities and challenges for Airtel's mobile money service.
  • Potential customers: Airtel needs to understand the needs and preferences of its target audience to ensure its mobile money service is successful.

3. Analysis of the Case Study

To analyze Airtel's strategic options, we can apply the following frameworks:

1. SWOT Analysis:

  • Strengths: Airtel has a strong brand presence in Africa, a vast customer base, and existing infrastructure for mobile services.
  • Weaknesses: Airtel may face challenges in establishing trust and credibility for a new mobile money service, particularly in markets where financial literacy is low.
  • Opportunities: The African market offers significant growth potential for mobile money services, particularly in areas lacking traditional financial services.
  • Threats: Airtel faces competition from established players like M-Pesa and other emerging mobile money providers, as well as regulatory uncertainties.

2. Porter's Five Forces:

  • Threat of new entrants: The mobile money market is relatively easy to enter, leading to potential competition from new players.
  • Bargaining power of buyers: Consumers have a high degree of choice in the mobile money market, making it crucial for Airtel to offer competitive pricing and features.
  • Bargaining power of suppliers: Airtel's reliance on technology providers and mobile network operators can influence its cost structure and bargaining power.
  • Threat of substitutes: Traditional financial services like banks and microfinance institutions pose a threat to mobile money services.
  • Competitive rivalry: The mobile money market is highly competitive, with established players like M-Pesa and other emerging providers vying for market share.

3. Brand Management:

  • Brand Equity: Airtel has a strong brand reputation in Africa, which can be leveraged to build trust and credibility for its mobile money service.
  • Brand Extension: Leveraging the existing Airtel brand can create a seamless customer experience and reduce marketing costs.
  • Brand Differentiation: Airtel can differentiate its mobile money service by focusing on specific customer segments and offering unique features.

4. Recommendations

Airtel should leverage its existing brand equity for its mobile money service in Africa. This approach offers several advantages:

  • Faster Market Penetration: Leveraging the established brand recognition and trust associated with Airtel will allow for a quicker adoption rate and faster market penetration.
  • Reduced Marketing Costs: Utilizing the existing brand reduces the need for extensive marketing campaigns, saving significant resources.
  • Enhanced Customer Trust: Customers are more likely to trust a service associated with a familiar and established brand like Airtel.
  • Synergies with Existing Operations: Integrating the mobile money service with Airtel's existing infrastructure and customer base creates seamless customer experiences and operational efficiencies.

5. Basis of Recommendations

This recommendation aligns with Airtel's core competencies and mission by leveraging its existing brand strength and expanding its service portfolio. It considers external customers by building on their familiarity with Airtel and internal clients by maximizing resource utilization.

The recommendation also considers competitors by offering a differentiated mobile money service that addresses specific customer needs. The attractiveness of this approach is evident in the potential for faster growth, reduced marketing costs, and enhanced customer trust, leading to increased profitability.

6. Conclusion

Leveraging Airtel's existing brand equity for its mobile money service in Africa is the most strategic approach to achieve rapid market penetration, optimize resource allocation, and enhance customer trust. This strategy aligns with Airtel's core competencies and mission while addressing the competitive landscape and customer needs in the African market.

7. Discussion

An alternative approach would be to launch a new brand for the mobile money service. This could offer greater flexibility in targeting specific customer segments and differentiating the service from Airtel's core telecommunications offerings. However, this approach carries significant risks, including:

  • Building Brand Awareness: A new brand would require significant investment in marketing and brand building to establish recognition and trust.
  • Increased Competition: A new brand would face competition from existing players and other new entrants in the mobile money market.
  • Potential for Brand Confusion: A new brand could create confusion among customers, especially if it is not clearly differentiated from Airtel's existing offerings.

The key assumption underlying our recommendation is that Airtel's brand equity in Africa is strong enough to successfully launch a mobile money service. This assumption is supported by Airtel's established presence and customer base in the region. However, risks include potential negative perception of Airtel's brand if the mobile money service is not well-managed or faces operational challenges.

8. Next Steps

To implement this recommendation, Airtel should take the following steps:

  1. Develop a comprehensive brand strategy: This strategy should define the brand positioning, target audience, value proposition, and key messaging for the mobile money service.
  2. Integrate the mobile money service into Airtel's existing infrastructure and systems: This will ensure a seamless customer experience and optimize operational efficiency.
  3. Launch a targeted marketing campaign: This campaign should leverage Airtel's existing brand recognition and highlight the unique features and benefits of the mobile money service.
  4. Monitor and evaluate the performance of the mobile money service: This will allow Airtel to identify areas for improvement and ensure the service meets customer needs.

By following these steps, Airtel can successfully leverage its existing brand equity to launch a successful mobile money service in Africa, achieving significant growth and profitability in this rapidly expanding market.

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Case Description

Niraj Sharma, Director of Marketing at Airtel, located in India, and his team prepared to launch India's first telecom convergence product - a single telecom plan that provided mobile, paid TV, and WiFi services under one bill plan. Telecom convergence was expected to be the next big battle against the deep-pocket competitor Jio Telecom. In January 2023, there were three branding options on the table: positioning this convergence plan as a premium offering under the current Airtel brand; using the Airtel Xstream brand; or launching an entirely new brand - Airtel Black that encompassed Airtel mobile and Airtel Xstream services. The company wanted to drive its business growth across different products, including the proposed convergence.

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