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MBA (MARKETING)
PRESENTED TO:
The Co-ordinator (Projects),
School of Management Studies,
IGNOU, Maidan Garhi, New Delhi-110068.
i
CERTIFICATE OF ORIGINALITY
This is to certify that the project titled “THE ROLE OF MARKETING STRATEGIES IN
THE PERFORMANCE OF TELECOMMUNICATION COMPANIES: A
COMPARATIVE STUDY OF TNM AND AIRTEL” is an original work of the Student and
is being submitted in partial fulfillment for the award of the Master‟s Degree in Business
Administration of Indira Gandhi National Open University. This report has not been
submitted earlier either to this University or to any other University/Institution for the
fulfillment of the requirement of a course of study.
PLACE: PLACE:
DATE : DATE :
ii
ACKNOWLEDGEMENT
To God be the Glory for being the pillar of my strength; for never leaving nor forsaking me;
for letting every word He said upon me come to pass. Thank you Lord for the strength,
wisdom, grace and every provision I needed in the whole of this course.
I would like to thank all those who supported me in completion of my study and the thesis. In
particular I would like to thank Wilma Chalulu (Public Relations and Sponsorship Manager)
of TNM and, Enwell Kadango (Marketing Director) and Almond Chinula (Marketing
Manager) of Airtel for not only allowing me to research on their companies but also for
providing me with vital information that has been crucial in the writing of this edifice.
To my wife Fides, I say thank you for all the support during my tedious studies; for assisting
me with data analysis, presentation and automation. To my son Wisdom, I greatly appreciate
your support by understanding that I needed to work much as I love playing with you.
My sincere appreciation goes to my supervisor Dr. A. Mwenifumbo for seeing through all the
stages of this project. Thank you for your time, guidance, critique and encouragement. I
would not have done this without you. To my friend and former Head teacher Mr. Fiddelis
Makaula for helping in clarifying my topic and for encouraging me, I say thank you.
Finally, my sincere gratitude to my family, friends and all colleagues for all the support and
encouragement they gave me throughout the course. Special gratitude should go to my fellow
MBA students. The road was tough but we made it.
iii
DEDICATION
To my wife Fides, know that you are precious to me. This is for you too. My success is
your success.
To my sons Moses and Wisdom and my beautiful daughter Shalom, you are the reason I
go the extra mile. The standards have been set; at least you have a way to follow that I
never had. Do your best.
iv
TABLE OF CONTENTS
ACKNOWLEDGEMENT...................................................................................................... III
DEDICATION .................................................................................................................... IV
ABSTRACT ....................................................................................................................... XI
LITERATURE REVIEW......................................................................................................... 9
v
2.3.2.2 MULTIDOMESTIC STRATEGY................................................................... 16
2.3.2.3 GLOBAL STRATEGY ................................................................................... 17
2.3.2.4 TRANSNATIONAL STRATEGY .................................................................. 17
2.4 MARKETING STRATEGIES....................................................................................... 17
2.4.1 ANSOFF’S GROWTH STRATEGY MODEL .................................................................. 18
2.5 TELECOMMUNICATION SERVICES IN MALAWI ................................................ 20
2.5.1 TELECOM NETWORKS MALAWI (TNM) ................................................................... 21
2.5.2 COMING OF MALAWI TELECOMMUNICATION LIMITED (MTL) .............................. 23
2.5.3 THE MALAWI COMMUNICATION REGULATORY AUTHORITY ................................. 24
2.5.4 AIRTEL MALAWI ...................................................................................................... 25
2.5.5 THE STATUS OF TELECOMMUNICATION IN MALAWI ............................................. 26
2.5.5.1 MOBILE TELECOMMUNICATION IN MALAWI ..................................... 27
2.6 RESEARCH RELATED LITERATURE ON TELECOMMUNICATION ................. 29
2.6.1 CORPORATE STRATEGIES OF TNM AND AIRTEL ...................................................... 32
2.6.1.1 TNM’S CORPORATE STRATEGIES ..................................................................... 32
2.6.1.2 AIRTEL’S CORPORATE STRATEGIES .................................................................. 35
4.2.3.6 AIRTEL BAND STRATEGY ......................................................................... 37
2.6.1.3 MARKETING STRATEGIES OF TNM AND AIRTEL............................................... 38
2.7 CHAPTER SUMMARY................................................................................................ 39
CHAPTER THREE ............................................................................................................. 40
DISCUSSION OF FINDINGS....................................................................................... 46
vi
4.5.4.3 YAKWATHU AND YANGA ................................................................................. 70
4.6 BRAND VISIBILITY ........................................................................................................... 70
4.7 CUSTOMER SATISFACTION WITH THEIR NETWORKS .................................................... 70
4.8 IMPACT OF MARKETING STRATEGIES IN THE PERFORMANCE OF TNM AND AIRTEL.... 73
4.6 CHAPTER SUMMARY ...................................................................................................... 76
CHAPTER 5 ..................................................................................................................... 77
APPENDIX....................................................................................................................... 92
APPENDIX 1: GUIDING QUESTIONS FOR INTERVIEW WITH TNM AND AIRTEL OFFICIALS ....... 92
APPENDIX 2: QUESTIONNAIRE FOR SUBSCRIBERS OF TNM AND AIRTEL ............................ 94
APPENDIX 3: TNM AND AIRTEL BUNDLES .................................................................................... 100
APPENDIX 4: APPROVED SYNOPSIS ............................................................................................. 102
vii
LIST OF ACRONYMS AND ABREVIATIONS
ACE Accelerate, Consolidate and Expand
AMA American Marketing Association
ATM Auto Teller Machine
BTS Base Transceiver Stations
CEO Chief Executive Officer
CIM Chartered Institute of Marketing
FMCG Fast Moving Consumer Goods
GSM Global System for Mobile Communication
GDP Gross Domestic Product
GNI Gross National Income
IGNOU Indira Gandhi National Open University
ISP Internet Service Providers
IMF International Monetary Fund
ITU International Telecommunication Union
JCE Junior Certificate of Education
MACRA Malawi Communication Regulatory Authority
MDC Malawi Development Corporation
MPTC Malawi Postal and Telecommunication
MSI Mobile System Interconnection
MSCE Malawi School Certificate of Education
MTL Malawi Telecommunication Limited
NSO National Statistical Office
R&D Research and Development
SADC Southern Africa Development Committee
SAP Structural Adjustment Programme
SPSS Statistical Package for Social Sciences
SWOT Strength, Weakness, Opportunities and Threats
TMB Telecom Malaysia Berhad
TNM Telecom Networks Malawi
UNDP United Nation Development Programme
USA United States of America
viii
LIST OF FIGURES
ix
LIST OF TABLES
x
ABSTRACT
Significantly, marketing strategies are very essential for the growth and success of any
company. This is more applicable to telecommunication industry which is usually marked by
tense competition as network providers fight for subscribers. The aim of this study was to
determine the role of marketing strategies in the performance of telecommunication
companies using a comparative study of TNM and Airtel. TNM was the first to start its
operations in Malawi. Airtel came four years later but it managed to overtake TNM within a
few years. However, TNM is coming back strongly and is gradually regaining the lost market
share from 28% in 2006 to 44% in 2012.
The study was conducted in the city of Zomba. It employed a mixture of approaches such
exploratory descriptive and comparative. Face to face qualitative methodology was used to
gather data from marketing officials from TNM and Airtel. A total of 84 subscribers of both
TNM and Airtel in equal number also responded to a questionnaire to determine their attitude
and perception of their networks‟ services. Descriptive and comparative approaches were
employed in the analysis and presentation of the results. SPSS was used a great deal in the
analysis of data collected. Secondary sources were also crucial in writing this edifice.
The results indicated that Airtel followed aggressive strategies right from the time of its
operations. Airtel has followed product strategies that have made it to be an innovative
company and has gained a lot from first mover advantage. It has also gained a lot from
distribution and promotional strategies. However, the results also indicate lack of flexibility
in Airtel strategies in that they are rarely reviewed to be in line with the changing business
environment.
TNM had no clear strategy before Airtel came along and was not prepared for competition.
The results show that TNM lost a lot on the market. It first survival strategy was to follow
Airtel‟s business lead. TNM follows customer-centric strategies which are reviewed yearly or
when it is necessary. It also follows low-cost and low-prices strategies which are peoples‟
favourite.
The results also show that TNM customers are more satisfied than Airtel customers. Results
also indicate that more Airtel customers are joining TNM. However, both companies have
weaknesses which have to be properly addressed as recommended, if they are to remain
competitive on the market.
xi
xii
CHAPTER ONE
1.1 INTRODUCTION
telecommunication is now the hub for the economic development of the country. It is one of
the most important factors that drive trade and economy in general. Telecommunication is
amongst the most important driving factors for globalization and the emergence of the
information and technological era. Its importance to any country cannot be overemphasized.
Since its introduction in Malawi in 1995, mobile phones have become the most preferred
TNM was the first mobile phone company to start its operations in Malawi in 1995. It is a
home grown company with most of its shares held by the government through Malawi
Telecommunication Limited (MTL) (www.tnm.com). Airtel was the second mobile company
to come to Malawi and started its operations in 1999 as Celtel. Since then these duopoly
networks have been involved in a tense competition to the extent that TNM has been
overtaken in terms of market share. However, it seems like TNM has not given up the fight as
it has started gaining some ground with a 4% increase in market share in 2010 alone moving
from 33% to 37% of market share (www.tnmivestor.com ). By 2012, TNM reached 44% of
1
It should also be pointed out that the market war between the two companies has been fought
mainly along their marketing strategies. As such their growth, success or failure can best be
marketing is accountable for the present and responsible for the future growth and success of
a company. This is why this study concentrates much on the marketing strategies of the two
mobile companies to ascertain how they have contributed to their performance over the years.
Malawi is a beautiful country found in Sub Saharan region. She shares its borders with
Tanzania to the north, Zambia to the west and Mozambique to the south and east. Malawi has
a land mass of 118484 square kilometers and has three regions namely the North, Central and
Southern regions.
According to the 2008 Population and Housing Census, Malawi‟s population is 13,066,320
(National Statistical Office (NSO), 2008). Malawi‟s population grew from 0.74 million in
1901 to 9.9 million in 1998. The results show that between 1998 and 2008, the population of
Malawi increased by 32 percent, representing an intercensal annual growth rate of 2.8 percent
per annum. When Malawi became a republic in 1966, the population of Malawi was 4.04
million increasing to 5.55 million in 1977 and by 1987 to 7.99 million. Between 1977 and
1998 Malawi‟s population grew at approximately 2.0% (NSO and International Food
Research Institute, 2002). It is estimated that currently Malawi‟s population has reached
2
According to NSO (2008) approximately 80% of Malawi‟s population lives in rural areas
with only 20% living in urban areas. There has been a significant increase in urban
population in Malawi since 1977 and 1987 when 8.5% and 11.0% respectively, lived in urban
areas. Malawi has one of the highest levels of urbanization in the world which is currently at
A little less than half of the population (45%) lives in Southern region of Malawi while 42%
and 13% live in Central region and Northern region respectively (NSO, 2008). This
information is crucial in assessing the distribution strategies of TNM and Airtel. Figure 1
Southern Region
Central Region
Nothern Region
With regards to distribution, the 2008 census reported that approximately 44% of the
population was aged below 15 and 4.0% of the population was above 65 years of age and
52% between 15-64 years (NSO, 2008). It can be derived from this that a significant
proportion of Malawi‟s population is composed of young people. TNM defines this age group
as the Malawi mobile addressable market (www.tnminvestor.com). The chart below shows
3
below 15 years
15-64 years
above 65
Malawi is one of the poorest countries in the world ranking 160 out of 185 countries
according to the UNDP Human Development Index (UNDP, 2011). According to the NSO
(2011), 50.4% of the population of Malawi is considered poor. About 22% of the population
is ultra poor and cannot meet the recommended daily food requirement (Government of
Malawi and World Bank, 2006). The country has per capita Gross Domestic Product of
US$900.
Soon after independence in 1964 up to 1979, Malawi‟s economy preformed very well as
every sector of the economy especially agriculture registered rapid growth (Chilowa and
Chirwa, 1997: 141). During this period, Malawi‟s economy grew at an average of 6% per
annum against the population growth of 2.9%. The favourable conditions that prevailed at the
time, the expansion of large scale estate agriculture and the high level of gross domestic
investment, constituted some of the factors that led to the impressive economic growth
4
At the end of 1970s however, Malawi‟s economy started declining very sharply to the extent
that Structural Adjustment Programme was adopted following the advice of World Bank and
Malawi‟s economy relies on agriculture which contributes more than 30% of GDP and more
than 90% of the export earnings (Capplen, 2008: 99). Since 2004, macroeconomics
performance has generally improved and government has also pursued sustainable
better macroeconomic indicators. For example, inflation reached 9.2% in January 2007 and
this was the first time Malawi hit single digit inflation after a decade. As of June 2007,
inflation had reached 7.7%. Over the period 2004-2006, Malawi‟s economy has grown at an
average of 5.2% (Capplen, 2008:102). This was a remarkable business environment for most
companies. TNM and Airtel experienced remarkable growth in this period as it will be seen
later on.
In the years 2010 and 2011, Malawi‟s economic environment has continued to weaken.
Growth has been slowing down from a peak of 9.7 percent in 2008 to an estimated 5 percent
electricity supply shortages continue to make the business environment less favourable, and
the cost of living keeps going up. Inflation is on the rise, standing at 28.4 percent as of
September, 2012 for urban non-food inflation, compared to single digit figures in 2010 (NSO,
2012).
The economic environment continues to sour following Reserve Bank‟s raising of bank
lending rate to 31 percent forcing the commercial Banks to raise their lending rate from 17.5
5
percent in 2010 up to 30 percent (Chiyembekezo, 2012). The situation has been exacerbated
by the 48% devaluation of the currency in June, 2012. Therefore, the current business
environment has a lot of challenges and companies have to strategically position themselves
Man has relentlessly devised ways of relating to one another. The 20st century has seen the
invention of mobile cellular phone which has greatly changed the face of telecommunication
and is gradually becoming a very important pillar of information and technology era. Mobile
cellular networks have revolutionized the communication sector to the extent that mobile
phones have become the most preferred method of communication across the globe.
TNM was the first mobile telephone company established in 1995. It was soon wholly
owned by the government and it enjoyed government protections. However, Airtel which
started its operations five years latter has overtaken TNM with an unimaginable margin. It
had more than 71% of market share with a total of 2.6million subscribers as of 2009.
(www.macra.mw.org). However, the two networks which are enjoying a duopoly status in
Malawi, have been involved is very serious market wars outsmarting one another in the
process. The difference in their market strategies could better explain such margins.
The common saying that “business is war and the best strategy wins” (Craven & Piercy,
2003: 34) has proved correct in as far as the two mobile phone companies are concerned.
Marketing strategies have played a significant role in the growth and success or failure of
these mobile phone companies. However, this assertion would better be justified through an
in-depth research on the marketing strategies of the two companies and the impact they have
6
1.4 OBJECTIVES OF THE STUDY
1.4.1 AIM
The aim of this research is to assess the role of marketing strategies on the performance of
that the growth and success of these companies depends on their marketing strategies.
To assess the impact of marketing strategies on the performance of TNM and Airtel.
1. What are the corporate strategies and focus of TNM and Airtel?
2. What are main differences in the marketing strategies of TNM and Airtel?
4. What has been the impact of the marketing strategies on the overall performance of
7
1.5 JUSTIFICATION OF THE STUDY
minimal at 29 percent. This means that the industry is still very young with a lot of potential
for growth. It is hoped that this research will contribute to the growing body of knowledge
about telecommunication bearing in mind that Malawi is a growing market for the industry.
The research is also useful because it puts marketing strategies in context through a
comparative study of the two mobile telephone operators. This brings a better understanding
of the concepts. It also raises interest in the study of marketing strategies. It is anticipated that
others will use the findings of this research as the basis for further scholarly research in the
The study is organized into six chapters. Chapter 2 contains literature review. This has a
theoretical framework on which the study is based. It also reviews different literature in the
explains the research type adopted, sampling methods, tools used for data collection and
methods of data analysis. Presentation and discussion of research findings are contained in
chapter 4 of the thesis and chapter 5 gives conclusions and recommendations of the study.
This chapter is mainly an introduction to the whole study. It started by giving a brief
background of the country. It has highlighted the country‟s population trends and its socio-
economic and current business environment which are crucial for the operations of any
company. The chapter has also outlined the aim and objectives of the study. A direction into
8
CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
Literature review has been done by taking into consideration two aspects; a theoretical
framework on which the research is built, and review of researches and findings related to
and Gilligan, 1997: 3). American Marketing Association (AMA) defines marketing as the
process of planning and executing the conception, pricing, promotion and distribution of
ideas, goods and services to create exchange that satisfies individuals and organizational
objectives (AMA, 1985). Unlike the picture portrayed by AMA‟s definition, marketing is
business.
(1989: 8) who argues, “Marketing is the management process where the resources of the
whole organization are utilized to satisfy selected customer groups in order to achieve the
objectives of both parties. Marketing then is first and foremost, an attitude of mind rather
9
Blythe (1998) asserts that marketing requires objective setting, marketing audit and tactical
planning which should be built within the organization‟s overall strategic plan. This includes
a mission statement which states the main business of the organization, shared values, culture
and beliefs and attitudes of the organization. The organization has to breakdown its mission
into specific goals and objectives which the organization sets out to achieve.
Drucker (1973) echoes the same as he puts it: “marketing is so basic that it cannot be
first, a dimension of the entire business. It is the whole business seen from the point of view
However, Mwenefumbo slightly differs from the above by observing that marketing is a
business, a producer has to start with the needs and wants of customers and try to maximize
different elements of marketing mix (Mwenefumbo, 1984: 102). This two tier perspective of
are well positioned to lead the way since they, more than anyone else, are responsible for
controlling the interface between the company and the environment (Mwenefumbo, 1984:
103). Mwenefumbo further states that such an assessment should start by examining the
economic, political, social, legislative and technological changes and how these affect the
10
market, the distribution networks and the policies and practices of the company. Such an
Services are becoming very important part of the world's economy in the 21st century. It is
stated that over 80% of USA economy is service oriented and its contribution to the economy
The term service has been defined in different ways by different authors. Kotler (1989)
defines service as, “any activity or benefit that one party offers to another that is essentially
intangible and does not result in the ownership of anything.” Stanton (2009) views services
as, “those separately identifiable, essentially intangible activities which provide want-
satisfaction, and are not necessarily tied to the sale of a product or another service.” Banking,
restaurant, education, health, telecommunication etc. are just a few of many examples of
services.
Services have unique characteristics that distinguish them from products. Lamb, Hair and
McDaniel (2008) identify five of these characteristics. The first is intangibility which refers
to the fact that services cannot be touched, seen, tasted, heard or felt in the same manner as
goods. The second is inseparability which refers to inability of production and consumption
barber‟s service to the customer. Services are also perishable because they cannot be stored,
there is variability of the input and output of services which cause services to be less
standardized and uniform than goods. The last service characteristic is that there is no
11
ownership in the sense that payment is not for purchase but only for the use and access to or
approaches. The different elements of marketing mix such as product, price, place and
promotion are approached differently in case of service marketing. Lamb et al. (2008) give
several examples of approaches in the marketing mix that are likely to be different as
opposed to marketing of goods. Product for example, will consist of core services and
supplementary services. Core services are the most basic benefits the customer is buying.
Supplementary services are services that support or enhance the core services. Lovelock
(1996) observes that firms usually emphasize supplementary services to create competitive
advantage.
On pricing strategies in services, Lamb et al. (2008) identify three categories that are more
applicable. These are revenue oriented pricing which focuses on maximizing the supply of
income over cost; operations oriented pricing which seeks to match supply and demand by
varying prices, and lastly patronage oriented pricing which tries to maximize customers using
the service. This pricing varies with different market segments, ability to pay and method of
payment.
cues in an effort of tangibilising the intangible. It also concentrates on creating a strong brand
12
The uniqueness of services has necessitated marketers not only to view the marketing mix
differently but also to add three more Ps to service marketing mix. These are people, process
and physical evidence (Boone and Kurtz, 1995: 45). People constitute service personnel and
customers. Employees represent the first line of contact with customer. The behaviour and
attitude of the personnel providing the service is an important influence on the customer‟s
overall perception of the services. The customers are important because if they are satisfied
they are likely to come back. They are also a source of influencing other customers through a
word of mouth.
Parasulaman and Berry (1991) relate the concept of internal marketing to service personnel.
Internal marketing refers to treating employees as customers and developing systems and
benefits that satisfy their needs. Parasuraman and Burry (1991) argue that, “a service is a
performance and it is difficult to separate the performance from people. If people do not meet
customers‟ expectations, then neither does the service; investing in people quality in a service
business means investing in product quality.” The importance of people is service marketing
cannot be overemphasized.
Physical evidence refers to the environment in which the service is delivered and where the
service industry and customer interact (Boone and Kurtz, 1995: 45). It represents the
physical aspect of the service. The aircraft by itself, the seating configuration meant to be
comfortable and spacious, and the in-flight food provide physical evidence to the airline
service. The process is the system by which you receive delivery of the service. A sound and
swift process is crucial for the satisfaction of customers. It also contributes towards the
13
2.2.2.2 SERVICE QUALITY
Determining service quality is among the most challenging aspects of services because of
their characteristics. Unlike physical goods which tend to be relatively high in search quality,
services are more of experience and credence qualities. Search qualities are attributes which a
customer can determine prior to purchasing a product, such as colour, style, shape, price etc.
Experience qualities can only be discerned after purchase or during consumption such as the
quality of a network or quality of food in a restaurant. Credence qualities on the other hand,
refer to characteristics that consumers find hard to evaluate even after consumption such as
empathy and the tangibles (Lamb, et al. 2008). Groonroos, (1991) observes that customer
Strategy has been defined by different authors. Gluek (1984) defines strategy as “a unified
comprehensive, integrated plan that relates the strategic advantages of the firm to the
challenges of the environment and is designed to ensure that basic objectives of the enterprise
are achieved through proper implementation process.” On the other hand, Bennet (1999: 4)
defines it as “a proposed series of actions intended to beat the competition by unifying the
various decisions of the organization and determines logically and coherently the direction it
is to follow.”
The strategy formulated at the top executive level is called corporate strategy. These define
the very nature of business, the line of activities in which the enterprise is to be engaged, the
overall allocation of physical, human and financial resources, and the firm‟s general long
14
term goals (Bennet, 1999: 4). Functional strategies on the other hand are concerned with
specific operational areas such as marketing, human resource and finance (IGNOU MS11,
2010:13).
The current perspective of strategy is that of market driven strategy in which the market and
the customer that forms the market should be the starting point of business (Cravens &
Piercy, 2003: 4). This has an advantage of gaining market orientation and an understanding of
In line with market driven strategy, Potter (1980) identifies three generic types of strategies;
overall cost leadership, differentiation and focus. Under low cost strategy an organization
concentrates upon achieving the lowest costs of production and distribution so that it has the
capability of setting its prices at a lower level than competitors. Differentiation gives
basis for competitive advantage. Through this customers are able to pay premium price.
Focus strategy on the other hand concentrates its effort on one or more narrow market
segments rather than pursuing broader based strategy. With this, a firm is able to build greater
in-depth knowledge of each segment as a way of creating barriers to entry by virtue of its
specialist reputation. Zikmund et al. (1995:297) only recognizes two of these; low cost- low
price strategy and differentiation. These are referred to as the two basic marketing strategies.
15
2.3.2 INTERNATIONAL MARKETING STRATEGIES
Hill (2003) observes that with the breakthrough in technology and communication, business
is now becoming boundary-less. He states that global market is becoming the focus of most
companies. With this in view, he identifies four basic strategies through which companies
Strategy, Global Strategy and Transnational Strategy. These make so much sense in as far as
Hill (2003:342) states that firms that pursue international strategy try to create value by
transferring valuable skills and products to foreign markets where indigenous competitors
lack those skills and products. Most international firms have created value by transferring
differentiated products and services. An international strategy makes sense if a firm has
valuable core competences that indigenous competitors in a foreign market lack, and if the
firm faces relatively weak pressure local responsiveness and cost reduction. However, due to
duplication of manufacturing facilities, firms that pursue this strategy tend to suffer from high
operational costs making the strategy inappropriate for manufacturing industries where cost
Firms pursuing a multidomestic strategy according to Hill (2003) orient themselves towards
that they extensively customize both their products offering and their marketing strategies to
16
much national conditions. They also tend to establish a complete set of value creation
activities including production, marketing and R & D in major national markets in which they
do business. A multidomestic strategy makes much sense where there are high pressures for
Firms pursuing global strategy focus on increasing profitability by reaping the cost reductions
that come from experience curve effects and location economies. They pursue low cost
strategies. The production, marketing and R & D are located and concentrated in a few
favourable locations. They have no customization of products because it raises costs. They
prefer market standardized products worldwide so that they can reap from economies of
scale. These firms market their products worldwide. This strategy is most applicable where
there are strong pressures for cost reduction and where demand for local responsiveness is
minimal.
This is a business strategy that seeks experience based economies and location economies,
transfers distinctive competencies within the firm and pays attention to local responsiveness.
This strategy makes more sense when a firm faces high pressure for costs reduction and high
pressure for responsiveness. Firms pursuing this strategy are trying to simultaneously achieve
low cost and differentiation advantages. However, the strategy is not easy to pursue.
Marketing strategies have a central role in the comparative analysis of the two mobile
telephone operators. Wilson and Gilligan (1999: 33) define marketing strategy as “a process
that can allow an organization to concentrate its limited resources on the greatest
17
strategies serve as the fundamental underpinning of marketing plans designed to fill market
needs and reach marketing objectives. They are developed as multi-year plans, with a
tactical plan detailing specific actions to be accomplished in the current year guided by the
corporate mission statement. Bennet (1999:176) observes that Marketing strategies are
dynamic and interactive. They are partially planned and partially unplanned.
Marketing strategy involves careful scanning of the internal and external environments which
the marketing mix such as product, price, place and promotion. Wilson and Gilligam (1999:
5) add people, physical evidence and process management as also vital elements of the
marketing mix.
From these elements different strategies can be formulated. These include product strategies,
price strategies, distribution strategies, promotion strategies. These shall form the basis for
assessing the performance of TNM and Airtel in line with their marketing strategies.
The main strategic model on which this research is based is that proposed by Ansoff called
the Growth Strategy Matrix or the product/market expansion matrix. The table 1 illustrates
the model.
New Market
2. Market development 4. Diversification
18
Ansoff identifies four product-market development strategies presented in a matrix in relation
to existing market, new market, existing products and new products. These are market
diversification strategies.
Market penetration strategy is an appropriate strategy for a company seeking to increase sales
in the existing products in the existing market through more aggressive effort. The company
can try to stimulate current customers to increase their current rate of purchase. The company
can also increase its efforts to attract competitors‟ customers to increase its market share. It
can also increase its efforts to attract non users located in its current market areas.
The second strategy is the market development strategy. This consists of the company
seeking increased sales by taking its current products into new markets. This can be achieved
in two ways: the company can open additional geographical markets through regional,
national or international expansion. It can also try to attract new market segments through
developing product versions that appeal to those segments, entering other channels of
The third strategy is the product development strategy. This consists of company seeking
increased sales by developing new or improved products for its current markets. To achieve
this, the company can develop new product features or content through attempting to adapt,
magnify, substitute, rearrange, reverse or by combining existing features (Kotler, 1980: 74).
The company can also develop different quality versions of the product or develop additional
19
The last is the diversification strategy. This involves developing new products for the new
market. The company would attempt to identify fields that make use of its distinctive
competencies or help it overcome a particular problem. Diversification can take three forms.
Concentric diversification is when a company adds new products that have technological and
marketing synergies with the existing product line. These products will appeal to the new
classes of customers. Horizontal diversification is when a company adds new products that
could appeal to its current customers. Conglomerate diversification is when a company adds
new products for new classes of customers if that represents great environmental
This study demonstrates how Ansoff‟s model reflects in the operations of TNM and Airtel
mobile telephone companies. The research also takes Product Life Cycle (PLC) Model into
consideration especially in the treatment of the whole mobile telephone industry (Kotler,
2003). It is assumed in this research that Malawi‟s mobile telephone industry is still in its
establishment of the first post office at Chiromo in Nsanje on 20th July 1891 when Malawi
became a British protectorate (Phiri, 2011). During this time mail was carried on heads for a
long distance. With passage of time, cars were used for the same purpose.
Telecommunication started taking a new shape with the introduction of telephone in Malawi
(Phiri, 2011). With increase in number of post offices and the introduction of telephone,
Malawi Post and Telecommunication (MPTC) was formed in 1994 to be in charge of post
20
Before 1998/99, MPTC dominated the telecommunications sector in Malawi. It had a
monopoly over local and long distance fixed line services, had the only international gateway
and was a part owner of the only cellular provider and the only Internet Service Provider
(ISP). It also had a monopoly over the provision of postal services (Clarke, Frew, Gebreab
In addition to being the sole provider of these services, Malawi Posts and Telecommunication
was also responsible for most regulatory functions. MPTC was responsible for licensing
operators in all areas of telecommunication (e.g., Internet Service Providers (ISPs) and
standards and numbering plans (Clarke et al. 2003:13). Because MPTC controlled licensing,
it was able to prevent entry by potential competitors in several areas where competition
Posts and Telecommunication. It was corporatized in January 1995 (Clarke et al. 2003:5).
On 13 January 1995, MPTC and TMB, a Malaysian telecom company, entered into a joint
venture agreement to undertake a project to provide GSM mobile cellular telephone, fixed
telephone and data network services (Clarke et al. 2003:6). Telekom Networks Limited was
incorporated as a private limited company on 24 March 1995 and the name of the new
company became Telekom Networks Malawi limited (TNM). Under the terms of the joint
21
venture agreement, MPTC and TMB agreed to hold 40% and 60% respectively, of TNM‟s
al. 2003:7). Further to this, it was common for the incumbent to either provide the services
By the end of 1995 Malawi became the second country in Southern Africa to introduce
mobile telephony services and TNM became the third operator in the region after South
Africa‟s MTN and Vodacom who launched their services about 6 months earlier
telephony in Africa. TNM was assigned all the frequencies in the GSM900 band (Clarke et
al. 2003:6).
TNM started its commercial operations in January 1996 with 36 Base Transceiver Stations
(BTS) covering Blantyre, Lilongwe, Mzuzu and Zomba offering post-paid services with a
capacity of 7000 subscribers. In the same year capacity was increased to 10 000 subscribers
(www.tnminvestor.com). In June 2000, TNM launched its pre-paid services and its SMS
services in 2001. By 2005 TNM recorded 100 000 customers and by 2010 TNM customers
reached one million milestone. TNM has a geographical coverage of 74% and population
coverage of 85%. It enjoyed a market share of 37% with a subscription of 1 140 000 both
December, 2011 TNM recorded 1500 000 subscribers with 42% of market share (TNM,
2011).
22
2.5.2 COMING OF MALAWI TELECOMMUNICATION LIMITED (MTL)
In August 1998, the Government published a statement setting out a national policy for the
were set to:- increase the number of working telephone lines; raise the quality of service to
international standards; stimulate the provision of new services; reduce the price of
services throughout the country according to a defined programme covering rural areas
Subsequent to the publication of the policy statement and in order to give effect to its
principles and policies, the Communications Act was enacted in December 1998 (Clarke et
al. 2003:16). This established the framework for the regulation of communications services in
Malawi and provided for the separation of the provision of telecommunications from postal
services.
public limited company on 30 May, 2000 in order to own and operate MPTC‟s
MPTC‟s 40% holding in TNM, were transferred to MTL by operation of law and in
accordance with the terms of the Communications Act (Clarke et al. 2003:17). Since then
23
2.5.3 THE MALAWI COMMUNICATION REGULATORY AUTHORITY
pursuant to Section 3 of the Communications Act, 1998 of the Laws of Malawi to assume the
regulatory functions of the communications sector which had been performed by the Malawi
Under the Communications Act (1998), MACRA is charged with the responsibility of
spectrum planning; creating new allocations, fulfilling frequency planning coordination and
assignments, issuing licences, regulating and administering the use of radio frequencies; and
regulations, frequency fees structure, technical parameters and standards governing the use of
each band ensuring that current international regulations are met (www.macra.org.mw).
The general duty of MACRA is to ensure that, as far as practicable, reliable and affordable
communication services, sufficient to meet the demand for them, are provided throughout
the performance of its functions. MACRA'S regulatory activities take the form of:
Monitoring the activities of licensees to ensure compliance with the terms and
24
2.5.4 AIRTEL MALAWI
Although the 1998 Communications Sector Policy in Malawi advocated the issuance of a
second cellular license, the Government actually started the process of doing this before it
issued the Policy. To offer a second license, the Government first had to re-negotiate the
allocation of spectrum with TNM, which had been allocated the entire GSM 900 band in its
provisional license. Further, since the negotiations for the second license preceded the
establishment of MACRA and the 1998 Communications Act, the license had to be bid under
the earlier 1994 Telecommunications Act and was offered by the Ministry of Information on
the recommendation of the Post Master General, the head of MPTC (Clarke et al. 2003:33).
The fifteen-year license was awarded to Celtel Limited on December 25, 1998. Celtel was 80
percent owned by Mobile Systems International (MSI) of the United Kingdom, 10 percent
and 10 percent owned by Indebank (a second Malawian parastatal). MSI has extensive
Following the negotiations with Celtel, the Commission proceeded to negotiate a similar
fifteen-year license with TNM (Clarke et al. 2003: 36). Prior to starting operations in October
Airtel rolled out its operations in October, 1999 as Celtel. It offered pre-paid services unlike
TNM which offered Post-paid services. However, in its early days the company faced the
problem of interconnectivity which favoured MPTC and TNM against Celtel to the extent
that Celtel had to sue MACRA and MPTC (Zuze, 2001: 5).
25
Celtel Malawi grew quickly due to its pre-paid system which was more appealing to the low
income citizenly. By 2005, Celtel had already overtaken TNM with over 300 000 customers
against TNM‟s 100 000. In August 2008, Celtel changed its brand to Zain. In 2010, Airtel
acquired the Zain African Operations. This led to change in brand name once more from Zain
to Airtel (www.zain.com ). Airtel started its operations in Malawi as Celtel. It was a second
mobile phone company to come to Malawi. Celtel was acquired by Zain Africa in 2008 and
Airtel is part of Bhart Group of companies started by Sunil Bharti Mittal in 1995 in India
(Singn, 2010). Bharti Airtel paid US$700million (MK105 billion) for the acquisition of Zain
Malawi (Khanje, 2011). Airtel Malawi is solely owned by Bharti Group of Companies
percent. By 2009 it had over one million customers with 71percent of market share with
TNM taking the remainder (www.ide.go.jp). However, by 31 December, 2010, Airtel lost
about 4 percent of its market share to TNM who reached 37 percent of market share
(www.africanir.com). This happened within a year after Zain Africa was acquired by Airtel.
Malawi‟s telecommunication penetration rate is still very low as compared with the African
and the world rates. The table 2 below shows the general telecommunication penetration rates
26
Table 2: Telecommunication Penetration rate
Mobile 29%
Fixed 1%
Internet 7%
(Source: www.budde.Com)
Since the introduction of mobile phone in Malawi with 7000 subscribers in 1995, the industry
has grown at a very low pace especially in its first five years during which TNM had no
competitor. Since then penetration rate has increased. By 2000, there were 49 000
subscribers, in 2005 there were 421 163 subscribers. Subscription reached a million mark in
2007 (1 050 852), two million mark in 2009 (2 374 051) and three million mark in 2010
27
Source: www.tnm.com
In 2011 MACRA introduced a universal licence meaning that fixed phone operators (MTL
and ACCESS) can also provide mobile phone services. This is likely to increase competition.
Additionally, a national fibre backbone is being implemented and the country is set to gain
access to international submarine fibre optic cables for the first time when a transit link via
neighbouring countries is completed. This is expected to reduce the cost of mobile phone
services in Malawi. It will be very interesting to understand how the two main mobile service
providers have fared on the market and how they are strategizing to face the new business
As already noted TNM is gaining ground. It will also be very interesting to see what
guards its market share. As such this research which aims at assessing the marketing
strategies of TNM and Airtel through a comparative study is more relevant now than ever
before.
28
2.6 RESEARCH RELATED LITERATURE ON TELECOMMUNICATION
There is not much literature on mobile phone telecommunication. However, a few related to
One important research worth noting is that conducted by Clarke et al. in 2003 titled
Telecommunication Reform in Malawi (Clarke et al. 2003). They point out that Malawi
Postal and Telecommunication (MPTC) was at the centre of industry as an operator and
regulator since 1994. However, it was marked by inefficiency to the extent that a waiting list
for connection in 1997 would take it about 25 years to clear at the rate of its expansion then.
deliberately preventing competition in the industry by not awarding licences to the upcoming
operators who were likely to be its competitors. The article also points out that MPTC held
40 percent of TNM shares since its inception and awarded it all the frequencies in the GSP
900. The assumption one can draw from this is that MPTC as well as TNM never expected
Clarke et al. (2003) point out that despite early entry of TNM in 1995 with 7000 subscribers,
cellular penetration was very slow. By 1998 there were only 10500 subscribers. They point
out that TNM‟s policy of offering only post-paid services excluded the majority low citizenly
that could not afford monthly phone bills. The impression one gets is that TNM targeted rich
people only in its early inception with no clear plan to incorporate the majority of the low
income populace. It will be observed in the research how the early attitude of TNM affected
29
Another literature worth reviewing is a thesis by Mwenefumbo titled: Cement Marketing in
SDCC Countries with specific reference to Malawi: A comparative Analysis. The thesis
gives a detailed analysis of cement marketing in Malawi by looking at its strength and
weaknesses that affected its performance in comparison with other cement companies in the
SADC region. Mwenefumbo among others found that Portland Cement Company did not
explore much of the cement market provided by the local populace but relied much on the
contractors in the building and construction industry in the country. The other reason is that
the cement company in Malawi restricted itself to Malawi with no plans to explore
He further observed that the company assumed that government protection of domestic
market was an automatic guarantee of demand of the locally made cement. Actually
mwenefumbo stated that Portland had very passive attitude to marketing to the extent that it
had very little sales promotion activities restricted on to exhibition at trade fairs. This outlook
affected the formulation of marketing strategies such as price, distribution, promotion etc.
which were not all that aggressive. This made the company to grow at a very low rate as
compared to its counterparts in the SADC countries. This made the company not ready for
The research exposed very useful facts that tend to be common with most early Malawian
companies. However, it will be seen if the same reasons also applied to the first mobile
telecom companies. Since the research was based on a cement company in around early
1980s, the business environment might be very different from the one telecom companies are
30
Mubasshir Ahmed (2008) in his article titled „Zain: A New look with Global Vision’, exposes
useful information about Zain‟s strategies. He points out that Zain was the first mobile
operator in the Middle East and is growing fast. It envisions to become a global wireless
operator. He quotes the CEO, Dr. Saad Al Barrak who states: “now we are entering a new
and dynamic chapter in our history; one that will take us into the world top 10 mobile
telecommunication companies.”
Ahmed describes Zain‟s strategies by firstly exposing the 3x3x3 plan which seeks to make
Zain a global player in three stages: regional, international and global, with each stage
completed in three years, with an aim of reaching a subscriber base of 70 million, all this in
just nine years. He also exposes Zain‟s aggressive expansion strategies that would have four
strategic elements. Firstly, Mass markets focus and segmented customer strategy. Through
this Zain is focusing to enter mass market in full throttle. It targets to reach at least 70% of
the market – both in terms of subscribers as well as segment value. The subscriber growth
growth will come from the existing customer base. It aims to attain 50% market share in
markets where Zain is a “leader” and a minimum of 30% market share in markets where Zain
is a “challenger.”
observes that what makes Zain competitive and different is not its “price-only” but a
customers into value segments of different class and addresses them all.
31
The third is its high-value technology strategy. Ahmed points out that invention and
exploration are the technological buzzwords at Zain. Yet, it only invests in commercially
viable technologies in order to benefit the customer from the full range of services that at the
Last is the company management strategy which aims at synergy realization and excellence
by assuming and promoting a people-oriented culture. It also rewards and empowers its
employees in line with their performance. Zain‟s marketing strategies were based on the
corporate strategy called ACE. ACE is an acronym that stands for Accelerate, Consolidate,
and Expand.
It will be interesting to see how these strategies applied in the context of Airtel Malawi which
replaced Zain in 2010. It will also be interesting to note if TNM had similar strategies or if
TNM„s vision is “Always with you”. It was adopted in 2007 when TNM rebranded from
TELECOM to TNM. TNM„s mission is “to be Malawi's premier mobile company of choice,
TNM means to be the best in terms of customer value, customer service, employee talent,
TNM values its customers and treat them with respect, providing friendly, courteous,
knowledgeable and prompt service at all touch points. “We never forget that they come to us
32
by choice. We seek and are driven by our customers' feedback. We are committed to direct
relationships and outperforming the competition with value and a superior customer
TNM started its operations in Malawi by following a niche strategy. Its focus was on the
corporate sector and a few rich individuals who could afford premium price and payment of
monthly phone bills (Chalulu in TNM, 2011). This strategy made sense considering the fact
that cell phones were very expensive at that time and not everyone could afford them. This
TNM had no clear strategy and did not expect competition just as its sister company MTL.
According to Chalulu, the network had a confused identity and lacked proper personality. A
decision was made to redefine TNM to make it a more consistent and appealing brand on the
market and to give it a proper personality (Chalulu in TNM, 2008). This took place in 2007.
Prior to this TNM was mostly reactive and tended to copy its rival‟s business strategies.
In 2007 TNM made a decision to carry out major changes in the company. Apart from
rebranding decision, it also adopted growth strategies that would eventually shape the
business activities of TNM and make it more competitive on the market. According to TNM
According to Chalulu (2012), TNM strategies are reviewed every year or when it is necessary
to do so. This is because the market trends and customers‟ preferences are always changing.
33
“What worked last year may not work again this year; the economic environment last year
may not be exactly the same this year; we always wants our services to be relevant to our
In 2009 TNM‟s strategic focus was an aggressive rollout of network coverage and capacity
expansion at the same time looking to enhance efficiencies from a cost perspective in order to
The company also envisioned to enhance customer loyalty, improve and optimise distribution
efficiency and position TNM as an innovative brand focussing on exciting customer‟s life
styles (TNM, 2010:8). Dr. Mathews Chikaonda, Chairman of the Board, announced that
Following rebranding decision, TNM adopted a new logo with higher case scrambled „T‟ and
a lower case „tnm‟ beside it. TNM also adopted a promise “always with you”. It changed
colours from orange to green. TNM identified itself as a Malawian brand appealing to both
the older and younger generations. Its new colour, green, is fresh and synonymous with
Malawian‟s prosperity derived from agriculture and the environment (Chalulu, 2012; TNM,
34
TNM‟s main focus is Malawi and has no immediate plans to go international since Malawi„s
mobile industry is still young and growing with only 29 percent penetration rate as of 2012
(TNM, 2012).
TNM has divided its subscriber base into price conscious pre-paid and premium paying post-
paid subscribers. Initially, TNM‟s focus was on post-paid premium price paying customers.
However, with the change in market environment, TNM has redefined its focus on
subscribers. TNM has realized that Malawi‟s population is dominated by the youth aged 15 to
64. These make up to 52 percent of the population. TNM defines these as Malawi‟s mobile
addressable market. (www.tnminvestor.com). TNM regards these as its main focus at the
moment.
Bharti Airtel‟s vision is: “Airtel will be the most admired brand, loved by more customers,
targeted by top talent and benchmarked by more businesses” (Singh, 2010). According to
Chinula, Airtel Malawi‟s marketing manager, Airtel Malawi‟s vision is: “to be the most loved
Airtel Malawi‟s mission is: “Airtel always thinks in fresh and innovative ways about the
needs of our customers and how we want them to feel. We deliver what we promise and go
out of our way to delight the customer with a little bit more” (www.airtel.mw.com). One of
Airtel Malawi‟s objectives is to increase its subscriber base from the current around 2 million
to 7million.
35
If Airtel is now a famous brand in Malawi, it is because of its strategic entry into the mobile
phone industry as Celtel. Celtel entered Malawi with a distinct market differentiation strategy
by offering unique pre-paid services which were more appealing to the majority of the low
income Malawians. TNM‟s focus was on corporate post-paid customers, Celtel tried to win
the majority of the low income customers who had great potential for growth. As such
Celtel‟s penetration strategies were very effective to the extent that within a couple of years
Celtel managed to overtake TNM in both revenue and market share. This was exactly what
the corporate strategy at that time entailed i.e. to grow in terms of customer number and
According to Chinula, corporate strategies have not really changed even though the company
has changed hands from Celtel to Zain and later to Airtel. Swain (2012) points out the same
observation about Airtel in India: “Bharti Airtel has somewhat missed the bus. With the
changing dynamics in the telecom space, it is still using the same strategies it had ten years
In order to achieve these strategic objectives, the company has developed following
strategies:
Offer multiple telecommunication services to provide customers with one stop shop
solution
36
Position itself to tap data transmission opportunities and offer advanced mobile data
services
satisfaction
Leverage strength of its strategic and financial partners and emphasize on human
According to Bharti Mital on his first visit to Malawi in 2011, Airtel‟s corporate strategy is to
roll out a high quality network, add more people to the network and make its services more
affordable (Mittal in Khanje, 2011). This was anchored by Manoj Kohli, Bharti Airtel‟s
International Chief Executive who observed that Malawians talk only for an average of 40
minutes per month which is very low if compared to 450 to 500 minutes talk time per month
enjoyed by Indians. Airtel‟s plan was to increase talk time per month from 40 minutes to at
least 250 minutes per month by reducing tariffs (Kohl in Khanje, 2011).
Airtel came to Malawi as Celtel. It changed hands to Zain (a wonderful world) and later to
Airtel (express yourself). The change in brand name had strategic significance. It was a
growth strategy to grow the brand globally to gain competitive advantage and to enjoy
economies of scale. Airtel Malawi has greatly benefited from this (Chinula, 2012). Airtel is
now a global brand ranked 5th in the world in terms of subscriber base. Its main focus in
Malawi is on the low income population with emphasis on the youth. The figure below
37
Figure 5: Airtel’s Logo
Sunil Bharti Mittal described the brand as “youthful, international, inclusive and dynamic –
representing the journey of the first Indian brand to go truly global” (Khama, 2010).
TNM‟s current marketing strategies are focused on six pillars of continued business growth
According to Chinula (2012) Airtel has set out the following as its strategic marketing
objectives:
38
2.7 CHAPTER SUMMARY
This chapter has discussed the theoretical framework on which the study is based. It started
by exposing the definition of marketing as given by different authors. It also briefly discussed
service marketing. It then explained the general understanding of strategies where corporate
strategies among others were explained. Strategies involved when venturing in international
The chapter also discussed different marketing strategies including the Ansoff Market
Growth Strategies. The coming of telecommunication and its related companies in Malawi
such as MPTC, TNM MACRA and Airtel were explained. It also reviewed the current status
39
CHAPTER THREE
RESEARCH METHODOLOGY
The type of study adopted for this research is mainly exploratory. An exploratory study has
the goal of defining a problem precisely, gathering explanations, gaining insight and
formulating hypothesis (Kolb, 2008: 26). Churchill (1996:114) defines exploratory research
as, “a research design in which the major emphasis is on gaining ideas and insights; it is
particularly helpful in breaking broad, vague problem into smaller, more precise sub-problem
statements.” This study mainly uses qualitative research approaches (Kolb, 2008:26).
However descriptive and explanatory approaches have also been used in considerable depth.
Churchill (1996: 114) describes a descriptive study as a research design in which the major
emphasis is on determining the frequency with which something occurs or the extent to
which two variables differ. This approach provides important data that can be used for
comparative analyses (Chisnall, 2001: 36). Most of the data under descriptive study is
quantitative in nature and can be used to test hypotheses (Kolb, 2008: 25).
The study follows a comparative approach. A comparative study is the act of comparing two
or more things with the view of discovering about one or all of the things being compared
(www.wikipedia.com). This technique often utilizes more multiple disciplines in one study
(Chisnall, 2001: 51). This explains why several types of studies are prevalent in this research
combining both qualitative and quantitative approaches. The general method of comparing
things is the same for comparative research as it is in our everyday practice of comparison.
40
Like cases are treated alike, and different cases are treated differently; the extent of difference
For a study of this nature, it is inevitable not to use observational method of data collection
especially by considering the aspect of physical evidence that is also crucial in as far as
This research has used both qualitative and quantitative types of data. When data is presented
according to some attributes (distinct categories) which are not capable of measurement, it is
known as qualitative data. Quantitative data is usually measureable and in number form
(Churchill, 1996: 45). This data can further be categorised according to their sources namely
primary data and secondary data. These are described in the following passages.
Secondary data refers to data collected for purposes other than the specific research needs at
hand. (Chisnall, 2001:51) The following are sources from which secondary data for this
41
Several internet sources including websites of the companies and their related
stakeholders.
This study has also used primary data. Primary data is data which is collected afresh and for
the first time specifically for the research situation at hand (Kolb, 2008:12). It aims to answer
the research questions for which the research was designed. The following passages provide a
TNM and Airtel networks cover almost the whole country. However they are more
conspicuous in the four cities of Malawi namely Blantyre, Lilongwe, Zomba, and Mzuzu.
This is partly because when the first network was introduced in Malawi, these were the first
to be targeted because of their business potential among other reasons. When Airtel then
Celtel, started its operations in Malawi the same cities were targeted. Each one of these cities
would equally provide a well representative sample in as far as research of the two mobile
networks is concerned.
The elements in these cities are heterogeneous though the cities are homogeneous. Therefore,
based on cluster area sampling and convenience sampling the city of Zomba was chosen to
provide samples for interviews. Simple random sampling was used to select subscribers as
samples for the research. Simple random sampling is when all the elements in the population
have an equal chance of being included in the sample (Kolb, 2008: 185).
42
A total of 90 subscribers of both TNM and Airtel were targeted for the study of which 45
would come from each of the networks. The main guiding factor for inclusion in the sample
was possession of a functioning mobile phone of either of the two companies mentioned and
Purposive or judgment sampling was adopted to identify officials from the two networks for
purposely draws a sample from the population that he thinks is a representative of the
population or when judgment or opinion of the expert forms the basis for sample selection
(chisnall, 2001: 78). Taking this into consideration, the Public Relations and Sponsorship
Manager and the Marketing Director of the two companies namely TNM and Airtel were
chosen for an in-depth interview respectively. These were better placed to provide the
Primary data for the research was collected using two main methods. The first method was
through in-depth face- to-face interviews involving open ended questions. This form of
interviews is also called Unstructured Direct Interviews (IGNOU, 2011: 36). Guiding
questions were used for the interviews. Refer to appendix 1. The purpose of this type of
interview was to get in-depth information about the companies‟ marketing strategies and how
they have transformed over the years with emphasis on the past five years. The information
43
The second method involved the use of a paper based semi-structure questionnaire (See
appendix 2). The research followed a self administered questionnaire where the subscribers
were identified and given the questionnaire to complete on their own. It was anticipated that
45 customers from each of the two mobile networks would be identified and included in the
representing 93% response rate. Of these, 42 were from TNM and 42 were from Airtel. Data
collected reflected the perceptions of the subscribers of their mobile phone providers, their
knowledge and responses to different marketing strategies employed by their companies, and
Comparative data analysis was the main tool for analyzing data for this research. However
both quantitative and qualitative data was coded summarized and presented using appropriate
tools before a meaningful comparison and conclusion could be drawn. For much of the data
Statistical Package for Social Science (SPSS) version 16.0 was used for analysis. Many
descriptive statistical approaches were applied on most of the quantitative data. Tables, charts
etc. were used for presenting data for comparison purposes. Qualitative tools such as
categorization of data, recognizing relationship and developing categories etc. were also used
Since the two companies are rivals and in stiff competition it was not possible for them to
give the full information required especially considering the fact that the companies regard
strategies with great privacy. There was some information which they considered as private
and confidential. The other limitation is the relatively small sample. It may be difficult to
44
generalize the findings. It is also possible that the data collected from questionnaires do not
This chapter has given a detailed account of the methodology followed in the process of
coming up with this research. It started by explaining the different research design on which
the study is based. These included exploratory study, descriptive study and the comparative
study. The chapter then discussed different types of data and the methodologies used in their
collection, analysis and presentation. It concluded by explaining area for future research that
is worth considering. The next chapter will look at the findings and discussion from the
study.
45
CHAPTER FOUR
DISCUSSION OF FINDINGS
4.1 INTRODUCTION
This section is about the discussion of finding of the study. The presentation involves
descriptive statistics where graphs and tables have been used. The chapter used information
obtained through the use of questionnaires answered by TNM and Airtel subscribers. A total
perception and response to marketing strategies of the two mobile companies. The other
sources of data used include interviews conducted with the Marketing Manager for Airtel
Malawi and the Public Relations Manager for TNM, annual reports and other secondary
sources.
Female
Male
46
Figure 6 above depicts the gender of respondents. A total of 82 respondents participated in
the study and the results indicate that there was a fair representation 52 % for males and 48%
for females.
Academic Qualification
PSLC
JCE
MSCE
DIPLOMA
DEGREE
ABOVE DEGREE
Figure 7 depicts the academic qualification of the respondents. The sample was well
represented since it drew from all educational spectrums. Over 53% had a diploma and above
40
35
30
25
PERCENT
20
15
10
0
Below 20 21-30 31-40 41-50 Above 50
groups of 31-40 years (35.7%), 21-30 years (23.8%) and below 20 years (17.8%). Fewer
respondents fell in the age groups of 41-50 years (9.5%) and 50 above 13%.
Figure 9 indicates the monthly incomes of respondents. The results indicate that the majority
of respondents had a monthly income of between K26 000 and K100 000 (55%) and 21% had
income below K25 000). Only 7.1 % and 3% enjoyed monthly income of between K250 000-
Out of these respondents 25.2% were students, 11% were farmers, 21% were business men
and women and the majority were civil servants 33.3%. Those who worked in companies,
48
4.3 PHONE USAGE
A presentation is made in this section about information related to the use of mobile phone
service for both TNM and Airtel subscribers. Figure 8 below is about how long subscribers
100
90
80
70
60
50 AIRTEL
40
TNM
30
20
10
0
Less than 1year 1 to 3years 4years above
Figure 10: How long respondents have been with their network
Figure 10 illustrates how long respondents have been with the network. The results show that
majority of the subscribers of TNM (86.9%) and Airtel (92.9) have been with the network for
more than 4 years. The remaining 7.1% of Airtel and 10.7% of TNM have been with their
networks for less than one year and 1to 3years respectively.
On average, subscriber of the two networks spend equal amount of money per month on air
time which ranges between K2001 to K5000 (US$15). Figure 9 below depicts reason for
49
60
Choice of Network
50
40
PERCENT
30
AIRTEL
20 TNM
10
0
Network coverage Efficiency and Has most family Cheaper phones
quality and friends available
Figure 11 above depicts reasons why the respondents chose to subscribe with their networks.
The results show that 50% of both TNM and Airtel subscribers chose their networks because
most of their family members and friends were in these networks. A total 35.7% of TNM
subscribers chose it because of the efficiency and quality of its network against 23.8% of
Airtel. Airtel had a larger percentage of subscribers (19.1%) against 7.1% of TNM that chose
the network because of availability of network coverage. This means that Airtel was the first
to come to most areas before TNM. An equal number of subscribers (7.1%) each chose the
A total of 66.7% of all the respondents say that they have ever switched networks. Of these
47.6% are from Airtel and 19% are from Airtel. This indicates that more subscribers from
Airtel move to other networks. Among those who switch networks 64.3% switch from Airtel
to TNM against 35.7% who switch from TNM to Airtel. Figure 12 illustrates the findings.
50
Network Switch
64.3
35.7
0 5 10 15 20 25 30 35 40
PERCENT
Figure 13 above depicts reasons for switching from one network to another. Results show
that there are three main reasons for switching. A total of 35.7% of Airtel subscribers who
switch to TNM do that because they want cheaper prices. No TNM customers switch to
Airtel because of low prices. A total of 35.7% of Airtel subscribers move to TNM following
better quality of services while only 14.3% of TNM switchers go to Airtel for quality
services. A total of 14.3% of TNM subscribers switch to Airtel because of network coverage
51
while no one moves from Airtel to TNM because there is no Airtel network in an area. This
indicates that TNM has better quality and price scheme while Airtel has wider network
coverage.
The results above correspond well with reason why some subscribers decided to be
subscribers of both networks. A total of 40.0% did that because it is very expensive to call
across networks while 47% did that to enjoy benefits from both networks. Only 13% decided
The product or service must be communicated to prospective buyers and users. This is the
role of promotion in the overall marketing strategy- communication with the market to
stimulate demand for the company‟s products or services (Davidson, 1987). Advertising and
sales promotions are critical elements of the promotion mix in Malawi telecommunication
industry.
All respondents have ever heard about promotions conducted by their networks. The figure
52
Sources of Promotion Information
Television
Radio
Newspaper
Posters
SMS
Figure 14 above depicts sources of information for promotions. Most people hear about
promotions on radio (32%), SMS (27%), television (26%) and newspapers (16%). Only 6%
of subscribers get their information from posters. Both TNM and Airtel carry out heavy
advertising through these media. TNM stated serious advertising after the coming of Airtel
All the respondents have ever entered a promotional competition. There is a remarkable
difference between TNM and Airtel in their sales promotion strategy. Since its introduction
in Malawi, Airtel has carried out heavy sales promotion one after the other with an average of
two major promotions per year. The purpose is to stimulate product and services usage. It is
also a way of maximizing revenue for the company and paying back to the community which
has made Airtel a success. Huge prizes are given usually cars and cash. The following are
Toyota Prados were given every week, Migolomigolo (plenty) promotion brand new Toyota
53
On the other hand, TNM has carried out its sales promotions courteously by avoiding
extravagant expenditure on the same. According to TNM (2012) “growing a business is not
just about promotions. TNM follows a multifaceted approach not just focusing on one aspect
Some of the promotions recalled by respondents are Zeni Zeni (real deal), Shop-a-Dream
promotion where people were encouraged to recharge and would stand a chance of winning a
1 million kwacha shopping voucher every week, and Call-for Free Promotion in which
customers were required to recharge their phones with any recharge voucher and enjoy free
calls from 9 PM to 7 AM. TNM promotions are very rare and they are not as extravagant as
The table below portrays how much subscribers spend during promotions.
TNM AIRTEL
Variable No % No %
Below K5000 21 50.0 24 57.1
K5001-K10 000 8 19.0 6 14.2
K10 001-K15 000 4 9.5 9 21.4
K15 001-K 20 000 9 21.4 3 7.1
From table 3 it can be seen that half of the subscribers from both networks still spend less
than K5000 a month during promotions. However, there is general increase in expenditure
with an average expenditure of K6000 per month in both networks which is slightly higher
than the average expenditure where there is no promotion (K5000). In general TNM
54
All respondents said that they have never won grant prizes apart from minor prizes or
bonuses such as airtime. This has brought mix perception regarding promotional
100
80
PERCENT
60
40
20
0
Yes No
Airtel TNM
after failing to win major prizes. A majority of TNM (90.5%) and Airtel (66.6%) customers
indicate no change in the perception of their networks. However, 33.3% of Airtel customers
indicate dissatisfaction and frustration with failure to win in the promotions even after
spending a lot of money on the same. They feel that promotional competitions are used just to
steal even more from them. They are reluctant to join new competitions. The table below
55
Table 4: Perception on Sales Promotion
TNM AIRTEL
Variable no % no %
Promotional prizes are well distributed Strongly agree 8 19.1 1 2.3
Agree 26 61.9 21 50.0
Disagree 5 11.9 10 23.8
Strongly disagree 3 7.1 10 23.8
Promotions attract subscribers and increase usage Strongly agree 16 38.1 12 28.5
Agree 18 42.8 24 57.1
Disagree 5 11.9 3 7.1
Strongly disagree 3 7.1 3 7.1
Not a good idea to enter promotional competitions Strongly agree - - 5 11.9
Agree 5 11.9 8 19.1
Disagree 21 50.0 18 42.8
Strongly disagree 16 38.1 11 26.1
It is easy to win a prize in a promotion Strongly agree 3 7.1 3 7.1
Agree 8 19.1 - -
Disagree 18 42.8 13 30.9
Strongly disagree 13 30.9 26 61.9
Promotions are just a waste of time and money Strongly agree - - 8 19.1
Agree 11 26.1 - -
Disagree 16 38.1 23 54.7
Strongly disagree 15 35.7 11 26.1
My network has grown fast because of promotions Strongly agree 5 11.9 8 19.1
Agree 21 50.0 13 30.9
Disagree 16 38.1 13 30.9
Strongly disagree 3 7.1 8 19.1
Promotions prevent switch to other networks Strongly agree 3 7.1 - -
Agree 13 30.9 5 11.9
Disagree 21 50.0 21 50.0
Strongly disagree 5 11.9 16 38.1
The results in table 6 above show that over half of both TNM (19.0%+61.9%) and Airtel
(2.3%+50.0%) subscribers agree or strongly agree that promotional prizes are well
agree or strongly agree that sales promotions attract subscribers and increase usage of
products and services. Similarly, a large number of TNM (88.1%) and Airtel (68.1%)
disagree or strongly disagree that it is not a good idea to enter promotion competitions.
However, over 30% of Airtel customers still show reluctance to enter Airtel promotions.
56
Likewise, a majority of TNM (42.8%+30.9%) and Airtel (61.9+30.9%) disagree or strongly
disagree that it is easy to win prizes in TNM and Airtel promotions. However, a large number
of them still disagree or strongly disagree that these promotions are just a waste of time and
money since they mean nothing to customers. Both TNM (61.9%) and Airtel (59.9%)
subscribers agree or strongly agree that promotions have played a vital role in the growth of
their companies.
However, respondents disagree or strongly disagree with the greater margin (TNM 61.1%
and Airtel 88.1%) that customers cannot switch to other networks if they love promotions of
their network. The findings indicate that sales promotions are very important for business.
However, it is not wise to overdo them and they should also be supplemented by other
elements of the marketing mix since, they do not prevent switching on themselves.
It is common business phraseology that good product means good business (Lamb et al.
2008). Product strategy concerns determination of specific product that is consistent with the
company‟s marketing objectives. TNM and Airtel have identical products and services with
very minor variations. The figure below shows the preferred products and services by
respondents.
57
Preferred Services
AIRTEL TNM
69
39.3 35.7
25 21.5
9.5
The figure 16: Preferred Products Offered by both TNM and Airtel.
Figure 16 above depicts preferred network services. The results show that more TNM
customers like calling while most Airtel customers prefer texting and internet. This could be
a function of price. Both TNM and Airtel observed that prepaid services bring greater profits
than post paid services. Table 5 below portrays customers‟ perception as regards their
58
The results from table 5 indicate that a total of 71.4 % of TNM subscribers disagree or
strongly disagree that TNM is the first to bring new products on the market while a total of
47.5% agree or strongly agree that Airtel is the first to do that. The subscribers of both TNM
(83.3%) and Airtel (78.5%) agree and strongly agree that the services rendered by both
networks are relevant to the modern environment. A total of 71.4% of Airtel Agree and
strongly agree that their network has grown faster because it is the first to bring new products
The findings correspond well with the strategies of the two networks. Product innovation is
part of Airtel Marketing strategies. Airtel‟s aim is to be the first to introduce new products
and services on the market in order to gain first mover advantage and remain a leader in
innovation. According to Chinula (2012) this has greatly assisted the company to acquire
virgin customers and customer retention which have helped to grow the company‟s revenue.
However, from the table 57.2% of respondents indicate that most Airtel products are too
observed that Airtel products and services are not simple enough to use for the majority of the
population in India giving the example of Airtel Money services. This indicates that Airtel
products and services are rushed into the market without thorough research. This can be
counterproductive if customers are disappointed with them. On the other hand, 71.4% agree
that TNM products and services are simple to use. The table 6 below shows some of the
products and services that TNM and Airtel were the first to introduce on the market.
59
Table 6: Products and services first introduced by Airtel and TNM
Airtel TNM
Prepaid services Me to you
SMS Family and friends
International roaring 3.5 G
Blackberry solution Use of kwacha instead of dollars
Bundles
3.75 G
Kutapa
Yakwathu
5X
One network
Low cost phones
Internet
The table above indicates that it is Airtel that has been the first to introduce most new
Chalulu in TNM (2010) observed that TNM may not be the first to introduce most of its
products and services on the market, but once its products are introduced, they are loved by
customers and are sustained because TNM is customer- centric. Daniel Makata, TNM‟s
Strategy and Planning Manager stated: “Let me tell you what it means to be customer-
centric: all our decisions are driven by the customer. New products, new pricing, new
networking- all of it is first put to a customer focus group. When we have something new we
offer it because we know firsthand that there is demand for it, not because it might be the new
hot technology. Developing products and services with integrity means promising something
and being able to deliver it to the satisfaction of the customer” (Makata in TNM, 2010).
Chalulu substantiates that while Airtel may be the first mover; TNM is the perfect mover
60
Nevertheless, TNM loses a lot as a follower on the market especially since it take quite some
time before it responds to the new product introduced by Airtel. TNM has to seriously
Physical distribution is a term employed in business to describe the broad range of activities
concerned with efficient movement of finished products from the end of production line to
consumers (Blythe, 1998). The aim of distribution activities is to maximize the utility or
economic value of the product by transmitting the right product, at the right time to the right
place. Distribution policy and strategies have to be well formulated in line with demand and
supply.
Airtel have been locked in a tight race over mounting BTS to increase network coverage. The
figure below illustrates the rate at which the two networks have been establishing BTS
cumulatively.
600
500
400
number of BTS
300 Airtel
TNM
200
100
0
2007 2008 2009 2010 2011
61
Figure 17 above shows that Airtel became a leader in construction of BTS. This was one of
Airtel‟s penetration strategies. By 2003 Airtel had already overtaken TNM in the installation
of BTS and by 2011 Airtel had 524 BTS while Airtel had 420. The implication of being the
first to have network coverage in an area is that all those who have an appetite for cell phones
have no choice but to subscribe with your network. Even after the other networks have come
to an area, the first network still influences friends and relatives who would prefer to
subscribe with the network with most of their friends and relatives. As such BTSs were of
strategic significance to both networks. Airtel as a global brand enjoying economies of scale
had enough resources to lead the way other than TNM which has had financial problem.
Currently, TNM has geographical coverage of 74% and population coverage of 85%. On the
other hand Airtel has population coverage of 90% and a geographical coverage of 72%. This
indicates that Airtel concentrated on areas with large population rather than merely
geographical coverage. The two networks concentrated on Southern and Central regions first
due to large populations in these regions. Northern region still have a lot of areas without
62
Table 7: Customers’ Perception on Distribution
The results from table 7 above show that a majority of respondents (57.1%+35.7%) for TNM
and (47.6%+52.4%) Airtel agree or strongly agree that it is easy to find cards and recharge
vouchers. This indicates that both networks have good distribution channels in the form of
wholesalers and retailers. Only a few (38%) from both networks (14.2+23.8) agree or
strongly agree that the two mobile networks still have problems due to inadequate network
coverage. This indicates that there is still challenge for both networks to cover the whole
country.
63
The respondents of both networks also agree that easily accessible airtime increases the
frequency of buying and usage, (23.8%+ 30.0% TNM, and 14.2%+40.4% Airtel). A higher
strongly agree that their networks have grown faster because of wider network coverage. A
total of 66.6% for TNM and 100% for Airtel agree or strongly agree that low cost phones
The results also show that 66.6% of TNM and 73.8 of Airtel subscribers had low cost phone
as their first phone. Over 80.5% TNM and 90.4% Airtel subscribers have ever used a low
cost phone which in Malawi is called Mose wa Lero. These phones were first introduced by
Airtel to increase access and penetration into the low income rural market. Airtel‟s ZTE
phone cost K1, 400 ($12). The phones greatly increased subscription to the network. TNM
responded four months later with Hauwei phones which had improved functionality and
quality than the ZTE and its price was a little higher K1,800 ($15). Many people preferred
These phones were called Mosewalero (Moses of today) because they came during the first
term of President Dr. Bingu Wa Munthalika who was accorded to title „Mose wa Lero‟
(Moses of today) after the biblical Moses for improving the lives of people and the economy
during the first term of his office 2004 -2009. During this period, mobile connectivity rapidly
Both networks continue to sell these phones though the price has slightly increased now. The
introduction of low cost phones had remarkable strategic advantage and Airtel as a first
mover gained a lot from this strategic move. Overall results indicate that distribution plays a
64
crucial role in accessibility and greatly affects usage of the products and services. It has been
A huge difference is observed in the way respondents perceive prices of TNM and Airtel.
According to Chalulu (2012) price skimming was the initial TNM‟s pricing strategy. TNM
carried out a post paid service charging premium price targeting top corporate citizenry,
government departments and rich people who could afford paying monthly bills. The aim was
Airtel (Celtel) on the other hand, entered the market with penetration price strategy. Airtel
(Celtel) introduced a pre-paid service where customers could buy airtime recharge vouchers.
This became more appealing to the majority of the low income populace who could not
afford monthly telephone bills. TNM introduced pre-paid services in 2000, a year later after
Airtel. This gave room for Airtel (Celtel) to consolidate its position on the local low income
masses.
By 2008, stiff competition started mounting up between TNM and Zain on pricing of their
products and services particularly on local calls and low cost phones which became crucial in
market penetration and market development. According to Werner Schrijver, TNM CEO,
TNM avoided price war tactfully by positioning itself differently (TNM, 2009). TNM
introduced lowest recharge vouchers which were more appealing to low income masses. In
2010, TNM started charging its tariffs in Local currency rather than US dollar. Airtel
followed a month later and introduced even a lower denomination voucher of K20 against the
65
The two networks have introduced many price schemes and customers have responded
Bundles
70
60
50
PERCENT
40
30
20
10
0
Very satisfied satisfied Somewhat satisfied Not satisfied
AIRTEL TNM
The results from figure 18 indicate that both TNM (61.9%+33.3%) and Airtel
(26.1%+66.6%) customers are satisfied or very satisfied with Mtolo/ Bundles. This may be
the reason why this scheme is very successful for both networks. Figure 19 shows level of
Normal Prices
TNM AIRTEL
4.7
Not satisfied 33.3
19
Somewhat satisfied 33.3
71.4
Satisfied 33.3
4.7
Very satisfied
66
The results from figure 19 show that 76% of TNM customers are satisfied or very satisfied
with normal prices. On the other hand almost three quarters of Airtel subscribers indicate that
they are not satisfied or very unsatisfied with normal prices offered by their network. Swain
(2012) points out that even in India Airtel prices are a little higher than those of its
competitors.
TNM has successfully positioned itself as a low cost leader. Most of its products and services
are priced lower than those of Airtel. It has also carried out price related promotions that offer
better deal than those of Airtel. The table below 8 illustrates prices of TNM‟s normal tariffs
TNM AIRTEL
Table 8 shows that TNM tariffs for both calls and SMS are slightly lower than those of Airtel
in both pick time and off pick. Prices of SMS are also higher at Airtel than TNM.
Figure 20 below indicate frequency in the usage of bundles. The results indicate that close to
three quarters of respondents (38.0%+26.1% for TNM and 45.2%+14.2% for Airtel) use
bundles often or very often. This indicates that bundles are people‟s favourite. It also shows
67
Use of Bundles
50
45
40
35
PERCENT
30
25
20
15
10
5
0
Very Often Often Rare Very rare
AIRTEL TNM
Table 9 below shows results on customers‟ perception and attitude on prices of TNM and
Airtel.
The results from table 9 shows that over three quarters of respondents (TNM-38.0%+50.0%;
Airtel-26.1%+66.6%) agree or strongly agree that bundles have made phone services to be
cheaper than before. They also agree with similar margin that low denomination vouchers
68
increase frequency of purchase (19.0%+61.9% TNM and 33.3%+57.1%). However, over
66% of Airtel respondents agree or strongly agree that bundles make them spend more than
expected, about 80% of TNM subscribers disagree or strongly disagree with this. This may
indicate that TNM customers enjoy Mtolo better than Airtel. In addition, with TNM Mtolo
bundles a subscriber can make calls across networks. Airtel bundles on the other hand, can
only be used on Airtel network. TNM has at least one low price bundle that one can use
during the day from 7AM to 5PM. A good example is Mtolo 40 costing K40 implemented in
On the other hand, most Airtel bundles can only used at night. Those that can be used during
the day are very expensive for most people. For example, the cheapest Airtel bundle for calls
during the day in the month of September was Chezani Bundle 200 costing K200 which
could only be used between 11AM to 4PM. Appendix 3 gives more information about
Results from the table also show that both TNM and Airtel funs agree or strongly agree that
competition between the two rival networks has greatly been through price. This indicates
Both TNM and Airtel have loyalty programmes that are aimed at encouraging subscribers to
stay longer with the network. TNM runs a usage bonus scheme where a subscriber
automatically gets 10 percent if they use K900 and more every 15 days. The bonus can be
used to call any network any time including SMS. TNM also introduced Muyaya (forever)
Loyalty Discount. Under this scheme subscribers automatically enjoy discount on their calls
69
according to how long they have stayed with the network. Those who have been with the
network for more than 4years get 20percent discount. See appendix 3.
The only well known loyalty schemes run by Airtel is the Airtel Rewardz (sic) in which
subscribers register to enter the scheme and accumulate points every time they recharge.
These points can then be redeemed into minutes which are used to call Airtel subscribers
only. This scheme is more complicated if compared to that of TNM no warder it is not as
Airtel was the first to introduce a discount scheme called Yakwathu (ours) where subscribers
enjoy discount depending on time and location of where they are calling from. TNM
introduced similar scheme called Yanga (mine) and improved on Airtel‟s scheme by making
it easy to enter and indicating discount in percentage on the phone which one can enjoy
according to time and place. Yanga is the talk of the town since subscribers can enjoy up to
99 percent discount which runs concurrently with other schemes. People talk literary for free
From observation, TNM has greater brand visibility than Airtel in both rural and urban areas
where most shops are painted in TNM colour and logo. This is a big change since Celtel and
Table 10 below depicts level of satisfaction of respondents with the services offered by their
networks.
70
Table 10: Level of Satisfaction of Respondents with their Networks
The results from table 10 depict that more TNM subscribers are satisfied (30.9%+42.8%)
than those of Airtel (14.2%+38.0%) with customer services of their network. Likewise, about
85% of TNM customers show satisfaction with the quality of their network services against
only 53% of Airtel. Close to 62% (19.0+42.8%) of TNM are satisfied or strongly satisfied
with prices offered by TNM while 79% (38.0%+40.4%) of Airtel customers are somehow
satisfied or not satisfied at all with the price schemes of their network. However, a total of
61.9% of TNM respondents are somewhat satisfied or not satisfied with the promotional
activities of their network. However, a similar range (61.8%) of Airtel subscribers is satisfied
The results indicate that in general TNM subscribers are more satisfied with services of their
network than Airtel customers. This is especially in line with prices, customer care and
quality of the network. These variables are crucial determinants of switching networks. This
may explain why Airtel has more switchers than TNM. The above scenario is also reflected
in the level of experiences people have with their network as depicted in figure 21 below.
71
Experience with Network
70
60
50
PERCENT
40
AIRTEL
30
TNM
20
10
0
EXCELLENT GOOD AVERAGE BELOW AVERAGE
On the overall, TNM subscribers have better experience with their network provider with
over 80% of subscribers rating their experience as either excellent (47.6%) or good (42.8%).
A total of 66.6% rate Airtel as excellent (7.1%) or good (59.5%). The Figure below indicates
Recommending a Network
80
70
60
50
PERCENT
40
30
20
10
0
TNM AIRTEL
72
Figure 22 above indicates that 73.8% of all the respondents (62) said that they would
recommend TNM to a new subscriber while only 26.2% (22) said that they would
recommend Airtel. Of those who would recommend TNM a good number are Airtel
subscribers especially those who are subscribers of both networks. This indicates that TNM
has positioned itself strategically for continued growth and is now a greater threat to Airtel
than ever before. The results also show that TNM‟s strategies are effective on the market.
Marketing strategies as already observed, play a crucial role in the overall performance of
both TNM and Airtel. A remarkable impact is on the growth of the networks. Sound
marketing strategies have led Airtel to become the market leader in terms of market share
Airtel‟s success is attributed to its product strategies, promotional strategies and distribution
strategies. Airtel has demonstrated that it is an innovative company by being the first to
introduce cutting- edge products and services and the company benefited a lot from first
mover advantage. Airtel is also known for carrying out aggressive promotions usually with
huge grand prizes that attracted new subscribers. For example, Lololo Promotion with Toyota
Prado as a grand prize netted in over 500 000 new subscribers (Mtumbuka in Mhango, 2011).
Airtel was also very good with distribution strategies. It was able to cover a wide population
than it rival TNM. The figure below depicts subscriber growth for the two networks.
73
Growth of Subscribers
2500000
2000000
SUBSCRIBERS
1500000
1000000
500000
0
1995 1997 1999 2001 2003 2005 2007 2009 2010 2011 2012
AIRTEL TNM
Figure 23 above shows that Airtel grew quickly in terms of subscribers and overtook TNM
within three years of its existence. TNM did not have aggressive marketing strategies at the
time as a result it was easily outsmarted. However, TNM fought hard firstly by following the
footsteps of Airtel‟s strategies such as distribution and advertising heavily. TNM also
adopted pricing strategies that made its services more affordable to the price sensitive
Malawian population especially under economic recession. TNM is currently Airtel‟s strong
challenger as it is slowly but surely regaining its lost market share. Figure 24 below
74
Market Share
120
100
80
PERCENT
60 AIRTEL
TNM
40
20
0
1995 1997 1999 2001 2003 2005 2007 2008 2009 2010 2011 2012
The figure above indicates that the gap in market share between the two companies is now
narrowing down with TNM having 44% market share with Airtel still a market leader at 56%
Both TNM and Airtel have registered growth in revenue following growth in subscriber base.
For example, TNM‟ revenue has grown from K4.7 billion in 2006 to K12.8 billion in 2011;
EBITDA grew from K2.7 billion in 2006 to K7.9 billion in 2011 (www.tnm.com). The
margins at Airtel have been higher. However, in the last few years, Airtel has been
experiencing decline in revenue not only in Malawi but also as a global company. Swain
(2012) states that Bharti Airtel has lost 30% in revenue in the last three years. This may
indicate that Airtel‟s strategies are no longer as effective as they were in the past.
75
4.6 CHAPTER SUMMARY
This chapter has discussed the findings of the study. The various marketing strategies adopted
by the two companies and the response from their customers were exposed. The impacts of
these strategies on the performance of the two networks were also highlighted. The following
76
CHAPTER 5
5.1 INTRODUCTION
This chapter is about conclusions and recommendations from the study. The study aimed at
companies through a comparative study of TNM and Airtel. The specific objectives of the
research were: to understand the corporate strategies and focus of TNM and Airtel; to
compare marketing strategies of TNM and Airtel; to assess customers‟ response to the
The study found out that TNM did not have well formulated corporate strategies prior to the
coming of Airtel in 1999 and it lacked proper identity and personality. Like its sister
company MTL, it enjoyed government protectionism and was never expecting competition
soon. This was the trend for most government owned companies and most of them fared
badly when faced with competition. TNM‟s initial focus on post paid financially viable
customers was rather myopic since it did not anticipate growth in demand especially on the
low income masses. It shows lack of market research and open mindedness on what was
TNM later adopted growth strategies that concentrated on improving infrastructure and
capacity, availability, accessibility and promotion of customer loyalty. Cost reduction and a
move towards low cost leadership strategy have proved to be vital for the growth of the
77
company. TNM reviews its strategies every year to make sure that it is always in line with the
customer‟s preference. Its focus is still wholly local although it is competing with one of the
world‟s largest telecom companies. TNM needs support in areas of finance and technological
innovation which are its major hiccups. It is commendable that TNM fought its way up and is
gradually setting itself as a force to reckon with as it is gradually regaining market share.
Airtel entered the market with growth strategy aimed at growing customer base and revenue.
Its market differentiation strategy through product innovation such as bringing pre-paid
services that appealed to the majority of low income populace was critical for its
establishment on the market. Airtel has established itself as a leader in product innovation
especially to gain first mover advantage. Airtel has managed to explore more of the growth
strategies such as market penetration, new product development, market development and
currently diversification. Though TNM has followed strongly, Airtel has been the pace setter.
Airtel for sure has been very important in the growth of telecommunication services in
However, strategically, the results indicate that Airtel has not been versatile. It does the very
same things all the time. Airtel strategies are rarely changed. This makes the company to be
very predictable and vulnerable to competitors as already observed in literature review. This
may negatively affect the company in the near future. Both TNM and Airtel focus on the
The marketing strategies of the two networks have been critical in the success of these
companies. TNM did not have aggressive marketing strategies in its early stages of its
78
existence in Malawi. This changed soon after Airtel came on the scene. Airtel had viable
product strategies, aggressive promotions and distribution strategies. TNM has no choice but
to follow Airtel‟s lead though with problems since it did not have the financial bag Airtel had
strategies of TNM and Airtel have therefore, not been very different apart from a few
reasonable variations.
While Airtel continues to concentrate on stimulating usage through sales promotion and
product innovation to gain first mover advantage, TNM devised a multifaceted approach to
based distribution, improved quality, customer retention and customer services, and
aggressive brand visibility among others. Some of the remarkable differences in marketing
strategies and customer perception about the two companies are highlighted below.
Airtel has demonstrated to be more innovative than TNM since it is always the first to bring
new products on the market. Over 71% of respondents agree that Airtel is first to bring new
products on the market. A similar percentage agrees that Airtel has grown faster because it
was first to bring new products on the market. Airtel has done very well in product
development strategy. However, most products and services that Airtel brings on market are
not user friendly. TNM on the other hand, is not usually the first mover but its products are
user friendly and more appealing to the majority of Malawians. This indicates that they are
well researched.
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5.3.2 DISTRIBUTION STRATEGIES
Distribution was a major tool for both networks for market development. Airtel had an upper
hand in distribution especially in installing BTS since it had better financial position than
TNM. Airtel also led TNM is the selling of low cost phones that were crucial in market
penetration. Respondents are satisfied with distribution of both networks although Airtel has
benefited a lot as indicated by respondents. The two networks share a great deal in
distribution channels since most distributors stock both TNM and Airtel products. Both
Promotion strategies are very importance in increasing awareness of products and services as
well as promoting usage. Both TNM and Airtel have very competitive advertising
programmes mainly on radios and television. These are the two main sources subscribers
have singled out as being the main sources of promotional information apart from SMS.
Sale promotions are still very important in telecommunication business. The study found out
that many subscribers enter promotional competitions. About three quarters think it is a good
idea to participate in sales promotions. It also found out that people spend more during
promotions which means usage is encouraged and the company gain more profits. The study
also revealed that more Airtel customers (61%) are satisfied with sales promotion than TNM
customers who feel their company should improve on the same. However, some Airtel
customer show resentment towards sales promotion following continuous loses in the many
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5.3.4 PRICING STRATEGIES
TNM and Airtel demonstrated different price schemes in the early years of their existences in
Malawi. The two networks have had great competition in line with pricing decisions.
Recently TNM has emerged as having a better price scheme than Airtel. The study showed
that 71.4% of TNM subscribers are satisfied with the normal prices of their network while
66% of Airtel subscribers are not satisfied with normal prices offered by their network. They
think Airtel still has higher charges than its rival. This is one of the main reasons why Airtel
Bundles are favourites of both TNM and Airtel subscribers. Over 80% of respondents agree
that bundles have made phone services to be cheaper. The study also indicated that
Malawians still prefer low denomination vouchers. Results also show that TNM loyalty
schemes are liked better by respondents than Airtel‟s. The results point to the fact that
Malawi as a market is still very price sensitive especially under hard economic times. A
strategic decision that does not take price seriously is self defeating.
market share and revenue. Airtel gained more on these due to its sound strategies. However,
TNM seems to have found its winning formula as it is quickly regaining market share. It can
concerned.
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5.5 RECOMMENDATIONS
Airtel needs to take its strategies seriously. It should make them more versatile according to
environmental trends. Airtel should regularly review its strategies to be in line with what
Airtel should continue product innovation to get first mover advantage which has already
greatly benefited the company. However, Airtel should carry out thorough research before
bringing new product on the market. Airtel should try as much as possible to make products
user friendly. Airtel should also improve the quality of its services which is at the moment
being questioned by subscribers and should continue updating the network to avoid network
congestion problems.
Airtel has so far done well with distribution. However, it should continue installing BTS
Airtel promotions have become too predictable. They are monotonous and no longer
inspiring. Airtel should consider slowing down on sales promotions since they create more
frustrated losers than winners. They should consider variations in the marketing mix. For
example reduce expensive competitions and offer lower price facility that can be enjoyed by
82
as many customers as possible. Airtel should also stop sending people too many useless SMS
Airtel is strongly advised to consider revising its normal service prices since many people are
not satisfied with them and they move to other networks to that effect. Lower prices would
bring a great difference to Airtel and its subscribers. It should also make more flexible
Airtel is still poor on customer satisfaction. Airtel should start taking its customers grievances
seriously and solve them quickly. It should consider establishing parallel customer care
centres in each region to improve responsiveness. In general, Airtel should work hard on
satisfying its customers because it seems they have more reasons to leave than to stay with
the network. Airtel needs to improve its customer retention strategies since more customers
Although TNM fared badly in the face of competition against Airtel, it should be commended
its strategic approach. However, TNM should start contemplating of engaging a strategic
partner for financial and technological innovation support. This can also help TNM to venture
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5.5.4 MARKETING STRATEGIES
TNM should improve on innovation since it is perhaps its weakest point. It should try to be
first to bring quality products on the market to enjoy first mover advantage rather than always
following Airtel. TNM should continue providing quality services to its customers which is
TNM still has many areas not yet covered by its network. It should therefore, continue
installing BTS to increase coverage so as to live by its distribution motto “everywhere all the
time”. TNM should also continue upgrading its systems to avoid network failure.
This is probably TNM‟s strongest point. TNM should continue offering lower prices where
necessary since it is one of its strategic advantages. However, it should avoid price wars as
much as possible since it stands to lose a lot in that situation. Flexible Mtolo bundles and
TNM should pay considerable attention on promotion. TNM should consider running sales
promotion with bigger prizes as well once in a while. This can bring excitement to customers
TNM is good at customer care and customer retention strategies. It is recommended that
more ways should be explored on how best to retain customers apart from the already
84
existing ways. Customer satisfaction is key in this industry; TNM should never retract on
this.
the companies both positive and negative using a comparative study. The comparative study
approach gives chance to discover diverse information about a company and how different it
has done its business in a competitive environment. However, it is not exhaustive. There are
still possible areas for future research. For example, Airtel seems have displayed different
marketing strategies each time it had rebranded i.e. from Celtel to Zain and from Zain to
Airtel. For instance, Celtel started at a moderate note, but after take over by Zain, growth and
market share grew exponentially. However, soon after take over by Airtel growth and
visibility has been minimal to the extent that within two year (2010-2011) TNM gained 9%
of the market share moving from 33% in 2009 to 42% by 2011. This area is rich for further
investigation especially by looking at focus and marketing strategies adopted after each
acquisition.
This chapter has presented conclusions and recommendations for both TNM and Airtel. Both
networks need to correct their weak spots and continue what they do best to satisfy customers
85
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APPENDIX
Appendix 1: GUIDING QUESTIONS FOR INTERVIEW WITH TNM AND AIRTEL
OFFICIALS
CORPORATE STRATEGY
3. What is TNM‟S/Airtel‟s? (Provide necessary documents if available)
Vision
Mission
Objectives
4. What are the current corporate strategies for TNM?
5. Have they changed for the past five years? What necessitated the change?
6. What were the corporate strategies when TNM /Airtel was first introduced in Malawi?
In what ways have the corporate strategies affected the company over its existence
positively or negatively?
7. What are the main factors considered when determining the corporate strategies of
TNM/Airtel?
8. Of what significance was the decision of rebranding for your Networks? Has this
change placed the company at any strategic advantage?
9. What is TNM‟s/Airtel‟s main focus area?
10. Describe TNM‟s/Airtel‟s main target market/ customers.
11. Do you have plans to expand the network beyond Malawi? Why and when?
12. Where does the company want to be in 10 to 20 years time?
MARKETING STRATEGIES
13. TNM was the first company to start its operations in Malawi but it has been overtaken
by Airtel in terms of market share among others. Where did TNM go wrong and why?
14. What did Airtel do right?
15. Which areas do you think your company is better than its rival?
16. What are the current marketing strategies for TNM/Airtel? ( Please provide copies of
marketing plans for previous years if possible)
17. How have these marketing strategies changed over time? What are the factors that
have necessitated changes in strategies?
18. What are the direct and indirect effects of using the strategies mentioned over the
years?
19. What is your planned growth rate of sales for the period 2009-2015?
PRODUCT/SERVICES
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22. Which products or services bring the greatest profits?
23. Which products /services are mostly preferred by subscribers?
DISTRIBUTION
24. What are the major ways that have assisted TNM/Airtel in line with network coverage
and subscription?
25. Is the selling of cheap or low cost phones by TNM /Airtel of any strategic significant
in line with distribution? How do you compare with Airtel on this?
26. What would you comment on the rate at which you established BTS.
27. What are the main challenges TNM /Airtel is facing in line with network coverage
and distribution of airtime?
28. What distribution channels do you use?
PROMOTION
29. What are the main promotional strategies for TNM/airtel?
30. List down main promotions carried out by TNM/Airtel over the last 5 years and their
main impact on the company.
31. Provide information on promotion mix that you use.
32. Have these promotions put TNM/Airtel at any competitive strategic advantage?
Examples.
33. Many people think TNM offers very few promotion competitions than Airtel. Others
have attributed the success of Airtel to their aggressive promotional strategies. What
is your comment?
34. What are the media commonly used for advertising
PRICE
35. What was TNM/ Airtel rationale for using post-paid services /prepaid services as d to
in the first years of its establishment in Malawi?
36. What factors dictate your domestic prices?
37. Competition between TNM and Airtel has recently shifted towards pricing, why is
this the case?
38. How strategic has been the use of bundles or Mtolo for your company?
39. People have observed that telephone charges are becoming cheaper these days than
before. Do you agree? Comment why this is the case.
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APPENDIX 2: QUESTIONNAIRE FOR SUBSCRIBERS OF TNM AND AIRTEL
INFORMED CONSENT
My name is JOHN C. JERE. I am conducting a study on customers‟ perception on services
offered by TNM and Airtel. This information shall be used to write a thesis which is a
requirement for the award of Master of Business Administration offered by Indirah Gandhi
National Open University in conjunction with The University of Malawi-Chancellor College.
You are being asked to participate in this study by answering questions below. Your
participation is voluntary and there is no penalty for refusing to take part. The questionnaire
will take about 15minutes to complete.
The Information obtained will be treated as confidential and will only be used for academic
purposes. Thank you in advance for accepting to willingly participate in this research. You
may sign below to indicate your consent.
Respondent ______________________________________
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B. Phone Usage
6. Which network do you use? TNM [ ] Airtel [ ]
8. On average how much do you spend on airtime per month? Specify the
amount_______________________
11. The switch was: From TNM to Airtel [ ] from Airtel to TNM [ ]
15. How did you hear? Television [ ] Radio [ ] newspapers [ ] Posters [ ] SMS [ ]
Otherways_________________________________________________________________
16. What was the requirement for one to enter the promotion competition? Tick the ones
applicable.
Buy air time [ ] Answer questions and send with charged SMS [ ] buy SIM card [ ] Any
other (specify)
___________________________________________________________________________
17. Have you entered these competitions? Yes [ ] No [ ]
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18. How many promotions have you entered quantified by percentage?
20. Have you ever won any prize in Airtel promotion? Yes [ ] No [ ] If NO go to
question 20f
If YES
a. What was the Prize
_____________________________________________________________
b. How much did you spend to win the prize
___________________________________________________________________________
c. Did this change the perception of your network
___________________________________________________________________________
d. Do you think those people who win during promotions deserve it? Yes [ ] No [ ]
e. Why_______________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
If NO
f. What was the reason for not winning?
___________________________________________________________________________
g. Did this change the perception about your network provider?
___________________________________________________________________________
___________________________________________________________________________
21. Mention promotions that you can remember offered by your network.
22. Indicate the extent to which you agree or disagree with each of the statements as applicable
to your network: Tick the appropriate box.
SN Issue Strongly Agree Disagree Strongly
agree disagree
1. Promotion prizes are well
distributed
Promotion is used to attract more
2. subscribers and promote service
usage
3 It is not a good idea to enter
promotion competitions
It is easy to win prize in
4. promotions
Promotions are just a waste of
5. time and money since they mean
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nothing to customers
24. Are you happy when your network is the last to bring a new product on the
Market? Yes [ ] No [ ]
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F. DISTRIBUTION
26. Show how you agree or disagree with the following by ticking the appropriate box:
SN Issue Strongly Agree Disagree Strongly
agree disagree
1. My network‟s cards and airtime
are easy to find
G. PRICE
27. How satisfied are you with the prices of products or services of your network?
29. Show how you agree or disagree with the following by ticking the appropriate box:
SN Issue Strongly Agree Disagree Strongly
agree disagree
1. Mtolo or Bundles make the
phone services cheaper
Smaller denomination airtime
2. increases frequency of purchase
3 Using bundles make you spend
more money than expected
More competition between TNM
4. and Airtel is through prices
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30. How satisfied are you with the following regarding your network?
31. How would you rate your experience with the following brands?
TNM [ ] Airtel [ ]
a. Give a reason for your answer.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
33. In which areas does your network perform very well?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
34. In which areas does your network fail to perform well?
__________________________________________________________________________
__________________________________________________________________________
________________________________________________________
35. What suggestions would you give to help improve your network services?
___________________________________________________________________________
___________________________________________________________________________
_________________________________________________________
Thank you very much for taking your time to complete this questionnaire
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Appendix 3: TNM and Airtel Bundles
100
101
Appendix 4: Approved Synopsis
102