PROJECT REPORT

ON

EFFECTIVENESS OF CUSTOMER
RELATIONSHIP MANAGEMENT AT
AIRTEL
 CERTIFICATE

The project study entitled “Effectiveness Of CRM at Airtel”

submitted by Rajiv Bhardwaj in partial fulfillment for the

requirement of the Two Year Full Time MBA, 2009-2011 is a

record of original work carried out by her under my guidance and

supervision. The work has not been submitted elsewhere for award

of any degree or diploma.

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 ACKNOWLEDGEMENT

A project cannot be said to be the work of an individual. A project is

a combination of views and ides, suggestions and contributions of

many people. I feel highly indebted to …………………………………………and

all those who gave me this opportunity to thank those who have

contributed towards its fulfillment.

I am also grateful to Ms. Shweta Sethi, Customer Interaction

specialist, Ms. Ruchika Rawat, Officer-Customer retention, Ms.

Smitha Renny, Officer-Care Touch at Airtel, for their cooperation in

providing me all the information regarding how the Customer Care

Division functions at Airtel.

Also I wish to thank all the respondents who gave me some of their

valuable time to fill up the questionnaires, without which the project

study wouldn’t have been a success.

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 CONTENTS

TOPICS PAGE NO.

Certificate

Acknowledgement

Executive Summary

Chapter 1: INTRODUCTION

Chapter 2: THEORETICAL FRAMEWORK

Chapter 3: ABOUT AIRTEL

Chapter 4: CRM AT AIRTEL – ANALYSIS

Conclusion

Limitations

Bibliography

Appendices

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 LIST OF FIGURES

Figure 1: Evolution of Relationship Marketing

Figure 2: Selling

Figure 3: Relationship Marketing

Figure 4: Elements of CRM

Figure 5: Prompt Services

Figure 6: Employees willingness to help

Figure 7: Immediate Handling of Queries and Complaints

Figure 8: On time Services

Figure 9: Keeping Customers Informed

Figure10: Company's Interest in solving problems

Figure11: Individual Attention

Figure 12: Flexibility In services

Figure 13: Interactivity of Airtel Websites

Figure 14: Latest Technology

Figure 15: Courteous Employees

Figure 16: Knowledgeable employees

Figure 17: Confidentiality and Privacy

Figure 18: Service Quality of Airtel

Figure 19: Service Quality of Hutch

Figure 20: Services Quality of Idea

Figure 21: Services Quality of MTNL

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Figure 22: Rating of Airtel Services

Figure 23: Switching to Other Cellular Services

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EXECUTIVE SUMMARY

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 EXECUTIVE SUMMARY

The project study is on Measuring the Effectiveness Of CRM at Airtel.

The project aims at understanding the CRM implementation at Airtel

and its impact on the perception of Airtel Cellular Services.

The initial part of the projects explains the origin of CRM, the

importance of Relationship Marketing and the challenges being faced

by marketers in implementing CRM.

The following chapters give a brief about Airtel’s Company Profile, Its

History and Present. This is further followed by the initiatives taken by

Airtel towards Relationship Marketing and the functioning of Customer

Care Division Of Airtel in its endeavors to generate Customer

satisfaction and loyalty.

Further the finding and analysis give us a view on Customers

perception of Airtel’s Services.

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 CHAPTER-1

INTRODUCTION

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 CHAPTER 1

INTRODUCTION

1.1 RATIONALE OF THE STUDY

Relationships have proved to be the central element in the success of

business since time immemorial. They are the invisible threads, which

bind all business associates. To remain competitive and to carve a

niche in a global market, it has become imperative to manage

customers effectively. Organizations have realized the lifetime value of

a customer. CRM has once again acquired the highest place in every

strategist’s priority list. Organizations are redesigning their strategies

and sharpening their focus on Customer Relationship Management for

achieving sustainable competitive advantage. Sophisticated toolkits,

involving latest technology inputs, are being used to implement CRM

programmes without proper knowledge of their impact on customers.

The biggest Challenge faced by marketers is to know the effectiveness

of their CRM programs. Keeping in view the requirements of

marketers, it becomes essential to identify the determinants of CRM

effectiveness. We see a great usage of CRM in the service industry,

especially in the cellular services where each service provider is trying

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to have an edge over the other by means of enhancing customer

satisfaction.

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1.2 OBJECTIVES

 To identify the customer relationship management programs

being run by Airtel.

 To study the impact of CRM on Airtel.

1.3 RESEARCH METHODOLOGY

The method used for data collection is Survey Research, which is

Exploratory in nature.

1.4 DATA COLLECTION PROCEDURE:

Sampling Method

Universe: Airtel Users In Delhi

Sampling Unit: Personnel from the Customer Care Division were

interviewed and questionnaires were used to get information from

them and also from the people availing Airtel services.

Size Of Sample: 100 (50 Corporate Users and 50 regular users)

Basis of Sampling: Convenient Sampling and judgmental sampling

Data sources:

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Primary Data : The information was obtained by means of the

following tools for data collection:

• Interview Schedule

• Structured Questionnaires

Secondary Data: Relevant data collected from:

a. Journals and Business Magazines.

b. Text books

c. World Wide Web

d. Company Brochures, pamphlets etc.

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 CHAPTER-2

THEORETICAL FRAMEWORK

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 CHAPTER 2

THEORETICAL FRAMEWORK

Customer Relationship Management (CRM) is the guiding

principle of analytics today…

… But Technical Systems Still Lack the Ability to Manage CRM

2.1 ORIGIN OF CRM:

Relationships are the essence of life. It is difficult to think about any

society or organization to survive without relationships. They are the

invisible threads, which build a unique bond between individuals and

organizations. On the one hand these bonds may be as strong as

iron pillars lasting for life time, whereas on the other hand they are

as delicate as feather which may be broken within no time.

Managing relationships is a very difficult and complex phenomenon.

Organizations are realizing the importance of the vital role played by

relationships in achieving and maintaining the cutting edge at the

marketplace.

Long ago Peter F.Drucker had advocated that the purpose of any

business is to create customers. It is the customer, which gives an

opportunity to the organization to serve him or her. The success of

any organization primarily depends upon the sustaining the

customer advantage that is retaining the customers for lifetime.

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Growing complexities and uncertainties at the market place along

with intensifying global competition are forcing the business

organization to invest in building customer relationships. New and

sophisticated marketing tool kits are being designed to attract,

satisfy and retain customers for achieving sustainable competitive

advantage.

CRM has recently emerged as a strategic solution to modern

business problems. It has its roots in the age old business

philosophy which recognizes that all business activities must revolve

around customers.

The term CRM was first coined in the early eighties by academics at

various business schools. One of the first on the scene was Dr.

Jagdish Sheth who was at the Goizeta Business School at Emory

University in Atlanta.

CRM: Customer relationship management as coined by the Gartner

Group, it compasses sales, marketing, customer service, and

support applications.

While the CRM term is fairly recent, it grew from a combination of

terms like Help Desk, Customer Support, ERP, Data mining. It

evolved because none of the previous terms could cover the topic

well enough and because some of the terms (ERP) have grown to be

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met with a great deal of distaste in the mouths of the business

world.

2.2 CRM DEFINED:

Customer Relationship Management (CRM) is the strategic

application of people, processes, and technology in an organization-

wide focus on improving the profitability of customer relationships -

DM Martin and AM Peel, The Pace Setter Group, 2001

The infrastructure that enables the delineation of and increase in

customer value, and the correct means to motivate valuable

customers to remain loyal, to buy back again. - Jill Dyche, The

CRM Handbook, 2000

CRM (Customer Relationship Management): A strategy

(technology-enabled) in response to, and in anticipation of, actual

customer behavior. From a technology perspective, CRM represents

the systems and infrastructure required capturing, analyzing and

sharing all facets of the customer’s relationship with the enterprise.

From a customer care perspective, it represents a process to

measure and allocate organizational resources to those activities

that have the greatest return and impact on profitable customer

relationships.

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 2.3 EVOLUTION OF RELATIONSHIP MARKETING

Competition PRODUCT
FOCUS
Forces

Sharper CUSTOMER
FOCUS
Marketing

Recognition that database and FULL CUSTOMER

FOCUS
Contact lack coordination

FULL
Database integrated RELATIONSHIP
MARKETING
internally and externally

Enterprise boundaries
blur, New digital ENTERPRISE
products and Services RELATIONSHIP
MARKETING
emerge

Figure 1. Evolution Of Relationship Marketing

Stage 1: Product Focus

In the early stages of the cycle, the leading supplier has the

products or services that are significantly better than those of its

competitors. Customers are happy enough to obtain them. It gains

share and profitability. No matter how the other companies try to

compensate for the product or service weakness by relationship

management, they will lose.

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Stage 2: Customer Focus

The high profits earned now attract competition, so several other

companies begin offering a similar product or service. Competition

intensifies in the areas of features and price. Companies try to

maintain differentiation through the feature mix and through

branding. In consumer markets advertising expenditure increases

dramatically.

Stage 3: Full Customer Focus

Initially, customer service focuses on the aspects such as product

maintenance or customer training. Eventually it moves to the areas

of customer care. Here the aim is to ensure that the benefits from

the product or service are delivered reliably from the first point of

contact. This is not quite customer relationship marketing, since the

customer may still be approached by the same organization in a

different guise with an attempt to sell the same product.

Stage 4: Full Relationship Marketing

After branding and customer service the suppliers must aim to

manage all aspects of their relationship with customers in a

coordinated way. It is now important to recognize that the diversity

in relationships with the customer must be given due importance.

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Stage 5: Enterprise Relationship Management

The relationship marketing approach now has to permeate

everything the enterprise does. Observing customers closely,

working directly with them to address their needs and requirements.

From Selling To Relationship Marketing

Conventionally, the ‘supplier/buyer interface tends to be fairly

limited with the one real contact on a continuous basis between

sales person and person responsible for purchasing within the

customer’s business. It is an interface between where both parties

seek to maximize the outcome in their favour, and rarely results in a

win-win situation. This type of relationship is given in the figure

below. There is a single point of contact as two triangles that only

connect to a single point. It is a relationship that is easy for

competitors to break because it tends to be based on cost rather

than business development.

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 R & D

Marketing

Logistics Operations

Customer Supplier

Information Information
Systems Systems

Figure 2: Selling

The alternative approach is shown in the following figure where

there are multiple points of contact between corresponding functions

and processes within the buying and selling companies.

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 R&D Marketing

Logistics Operations

Information Information
Systems Systems

Supplier Customer

Figure 3. Relationship Management

The job of a relationship manager is to coordinate those multiple

contacts and to seek new ways in which further customer value

can be created.

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 Customers can be divided into three zones:

1. Zone Of Defection: where customers are extremely hostile

and have the lowest level of satisfaction.

2. Zone Of Indifference: where customers are not sure. They

have a medium level of satisfaction and loyalty towards the

company.

3. The third level of Customers are in the Zone Of Affection

described as “Apostles”. CRM focuses on bringing customers

from level 1 to level 3 and retaining apostle customers.

Customers’ demands for customization are increasing with every

passing day. This has made companies shift their focus from “mass

production” to “mass customization”. The present scenario of

customers using “poorly implemented” multi channel strategies for

living upto the expectations of customers is bringing both customer

satisfaction and customer loyalty down the ladder.

2.4 THE BENEFITS OF CUSTOMER RELATIONSHIP

MANAGEMENT (CRM)

A recent article by the Harvard Business Review reported that

increasing customer retention rates by 5% increased profits by 25%

to 95%! In fact, it determined that customer retention is the key to

increasing profits. The article continued by stating that quality

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customer support is one of five primary determinants of loyalty. The

number one reason why customers defect is the perception of poor

service.

Customer Relationship Management is, however, even broader in

scope than improving customer service: CRM is also about

increasing revenue. In years past, businesses were scrambling to

implement costly Enterprise Resource Planning solutions (ERP),

which were mainly about the bottom line, cutting costs by improving

the flow of data and interaction between business and customer. But

understanding how technology can increase revenues through better

customer interaction is far more difficult.

Effective CRM enables sales reps, service reps, and administrative

staff and often, accounting and executive personnel, to do their job

better, faster, and with less wasted paper and time. Prospects can

be followed up quickly, and sales reps have instant access to the

exact data needed for effective closing. Marketing can be analyzed

for workability and improved to create the highest return possible on

the marketing dollar. In service, customers can be handled rapidly,

and the exact nature of a problem can be quickly located and

handled.

The right CRM solution enables data to flow easily and quickly within

an organization, and in most cases includes the entire organization.

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The net result is higher sales, happier customers and a much

improved bottom line. The reduction in costs due to improved

personnel productivity, better sales follow up, improved marketing

and service, and an overall impressive growth in general

organizational efficiency sometimes produces almost immediate

economic benefits.

The figures that corporations report of increased profits due to

successful CRM implementations range from 25% to 95%,

attributable in many cases to less wasted time and double work, and

better organized schedules and data flows from staff in every

division of the company.

CRM and Executive Management

Managing the customer relationship enables a business to identify

the right customers, target them with the right offers at the right

time, and deliver that information using the right channel; for

instance, via an email campaign, direct mail, phone calls, trade

shows, etc. CRM software enables a business to retain valuable

information and then use that information to increase sales, handle

specific customer service issues, and create databases of

information that reflect the specific consumer traits of its public.

Many people assume CRM is all about technology. That's only part of

the story: CRM is also about the data an organization has and the

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wealth of information in that data, and how an organization's people

process and leverage that data. While it is true that certain basic

formulas exist for successful sales and marketing, nevertheless, the

variance between different business models can vary hugely. A

guitar manufacturer and a copier manufacturer do, indeed, share

many management points in common, but the sales cycle, the

service cycle, and the customer relationships of each are quite

varied.

Forethought needs be given to setting up the system in a logical and

consistent method, enabling an organizational entity to weave its

own business plan into the framework of the software application. In

this way the management of the company directs the application to

do its bidding, although the application must be flexible enough to

enable it.

CRM, Sales and Marketing

The phrase, "know your customer, help your business,"

certainly applies to marketing and CRM.

Without a doubt, a key component of CRM database analysis and

implementation is marketing. To be effective, one would hope to

have marketing that reaches the right customer with the right

message at the right time using the right medium. But without

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having the data available regarding one's public and buying

patterns, marketing often becomes a black hole for wasted money.

So an effective CRM application, one that enables an organization to

easily gather critical sales and marketing information, not only pays

for itself very quickly, it becomes a valuable resource for improving

both the top (revenue) and the bottom (profit) lines. The top line is

improved by increasing sales through better data management, and

improving marketing effectiveness by collecting, analyzing, and

using valuable customer information. The bottom line is improved by

reducing service times and costs, and by improving the general

productivity of the staff as a direct result of the CRM solutions of

task management and contact management and, in some cases, the

interface to other software programs, such as accounting

applications.

Today's economy is demanding: as margins get squeezed, quality

can deteriorate. Customers don't want to spend hours on hold.

Prospects often want a quote or invoice on the spot. Without

accurate record storage and quick access to information, sales reps

get far behind on their call lists and once "hot prospects" turn ice

cold. Speed of particle flow and speed of delivery are vital factors for

survival, so access to data -- the same data, from a variety of

positions -- is a must. Sales, shipping, service, accounting and even

the executive branch must all have the same data, and often at the

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same time. CRM dictates that anyone who touches a customer

shares the same information, and that information should be easy to

access by others.

CRM and Service

Regarding service in general, the size of the organization has

nothing to do with the need to give its customers improved service.

Although larger corporations do seem to "get away" with poor

service more easily than small to medium-sized businesses, most of

whom are battling stiff competition as the world becomes more

automated and the choices more plentiful, even some of the near

monopolies will get the wake-up call from smaller, more aggressive,

more service-oriented companies who may wind up taking away

significant shares of their business.

People love friendly, prompt, and courteous service. It's what keeps

customers coming back year after year. And CRM software does play

a significant role in not only providing timely and effective service,

but in doing so at a price that most organizations can easily afford.

When a service call is handled, the specific problem and its solution

can be added to the database. Next time the same incident occurs

the service rep can locate the item and quickly provide the solution.

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CRM software enables you to record each customer service as a

Service Work Order, including detailed records of how the Service

Work Order was resolved. The system provides flexible methods of

billing, including by the hour, the month, the year, or by the Work

Order (service incident). Contracts can be written for service or

service and materials. Equipment can be tracked by warranty and

serial number. And a flexible service-scheduling feature enables you

to easily add, view, and delete scheduled service appointments. (For

more detailed information about this product, download the "Service

Manager" tutorial and the live "Service Manager" demo.)

Service reps have easy access to sales, warranty, order, billing and

inventory information, enabling them to evaluate data and respond

quickly to a customer's needs.

Purchasing a CRM application is a decision that takes some thought

and consideration. Some of the key elements that comprise CRM

 More effective reach and marketing

 Improved customer service and support

 Enhanced customer loyalty

 Greater efficiency and cost reductions

 Improved company communication and networking through

better access to quality information

 A better stand against global competition

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2.5 CRM STRATEGIES

Benefits

Reduce costs through an optimal mix of channels and streamlined

customer service operations.

• Strengthen customer loyalty and increase sales by

delivering more personalized service and information.

• Improve customer service by providing representatives

with integrated, up-to-date information about each customer –

from recent transactions to current service problems.

• Better manage the complete customer lifecycle across all

touch points.

• Increase revenues by identifying and leveraging cross-

selling opportunities that are rooted in accurate customer data

and solid employee training.

• Enhance profitability by gaining better insights into how the

client’s customer approach is helping – or hurting – the bottom

line.

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2.6 THE ROLE OF INFORMATION TECHNOLOGY IN CRM

In considering how CRM should be implemented, information

technology has a pivotal role to play in enabling companies to

maximize profitability through more precise targeting of market

segments and the micro segments within them. We are now in a

new era of technology-enabled marketing, which involves leveraging

relationships through the use of technology. Powerful new

technological approaches involving the use of databases, data marts,

data warehouses, data mining and one-to-one marketing are now

assisting organizations to increase customer value and their own

profitability.

Technology can greatly assist in managing the data required

to understand customers so that appropriate CRM strategies

can be adopted. In addition, the use of IT can enable the

necessary data to be collected to determine the economics of

customer acquisition, retention and life-time value.

Given the dramatic effect that improved customer retention can

have on business profitability, organizations need an approach that

leads to greater customer loyalty, enhanced retention and

profitability.

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To improve customer retention; three steps are needed:

 Measurement of customer retention,

 Identification of root causes of defection and related key

service issues;

 The development of corrective action to improve retention.

Measurement of existing customer retention rates is the first critical

step in the task of improving loyalty. This involves measuring

retention rates and profitability analysis by segment. Managers

should determine the impact on profitability of various factors

related to customer retention and acquisition. These include changes

in: the cost of acquisition, the number of new customers

acquired, the profitability of retained customers, and the

retention rate.

Besides acquisition and retention, lifetime value will need to be

identified by market segment and needs to address how to improve

it. Clearly improving retention can have a huge impact on lifetime

profitability. The business will also need to consider how they will

get the greatest benefit from their acquisition activities. To facilitate

improved acquisition, retention and lifetime value, companies need

to utilize the appropriate technology tools to assist this process.

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In the business-to-business context an example of this would be

sales force automation - creating an information empowered sales

force, which increases the sophistication of customer management.

This can dramatically improve sales force productivity and

significantly enhance the bonds with the customer.

In business-consumer organizations who are dealing with a large

number of customers, a critical issue will be increasing the quality of

customer contact through tools such as sophisticated call centers

and electronics commerce.

Organizations will need to determine the appropriate customer

management strategy and then develop the appropriate information

technology platform to suit their requirements, now and in the

future. This may involve a creative blending of a range of

information technology infrastructures starting with databases and

then progressively moving towards data marts, enterprise data

warehouse and integrated CRM solutions using electronic commerce.

It may also involve using approaches such as data-mining, event-

driven marketing and channel optimization. The ultimate objective of

this will be to identify opportunities for increased profitability

through enhanced customer acquisition, improved customer

retention and targeted cross selling.

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2.7 DEVELOPING APPROPRIATE METRICS

Central to achieving success will be the development of new metrics

to measure performance in CRM across the business. It is

increasingly being recognized that there are linkages between

employees satisfaction, employee retention, customer

satisfaction, customer retention, sales and profitability. A

number of academics and consultants have developed models based

on these linkages.

2.8 CRM IMPLEMENTATION ISSUES

Customer Relationship Marketing is being increasingly viewed, as a

major element of corporate strategy, there is confusion about what

it means in practice. Further, many organizations are adopting CRM

practices on a fragmented basis through a range of activities such as

direct mail, help desks, call centres and loyalty cards. These

activities are often not properly integrated.

Where CRM is well understood as a concept, many board-level

managers are still unclear as to how a particular CRM approach

should be cost-effectively implemented and what technology options

should be adopted.

The starting point for introducing or further developing CRM must be

determined from a strategic review of the organization’s current

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position. Companies need to address four broad issues: what is our

core business and how will this evolve in the future; what form of

CRM is appropriate for our business now and in the future; what IT

infrastructure do we have and what do we need to support the

future organization needs; and what vendors and partners do we

need to choose?

An organization should first examine its core business and consider

how will it evolve in the future. It then needs to consider the form of

CRM that is appropriate for their business now and in the future and

what organization resources does it have to support the business

now and in the future.

Having identified the present and future focus of CRM, the

organization then needs to address the appropriate information

architecture to enable their CRM strategy to be implemented. Stated

simply the task is how can we exploit technology for improved CRM.

As organizations increase their sophistication they will need to

creativity integrate these technologies. “Planned evolution” is a good

way of summarizing the technology approach to building the

backbone to support the relevant CRM strategy that has been

mapped out for the business.

An essential element of achieving successful implementation is to

ensure that their strategy is underpinned by viable and appropriate

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technology architecture. This involves the selection of vendors and

partners based on issues of customization capability and other

appropriate commercial factors including both technological and

commercial criteria.

The new millennium, Customer Relationship Management will have

advanced considerably and we will have reached much more

sophisticated level of one-to-one marketing and data mining. There

is now an enormous opportunity for organisations to improve their

‘customer ownership’ by building a co-ordinated and integrated set

of activities which address all the key strategic elements of CRM.

Ultimately, however, organisations’ success in CRM will involve

creating an appropriate strategic vision for the future, making the

appropriate choice of applications, creatively using appropriate

analytical techniques to exploit the data, and choosing the right

vendor for supply of the technology solution.

2.9 ELEMENTS FOR SUCCESS OF CRM

To Ensure the success of CRM the following things need to be kept in

mind:

• Define fewer high-priority business requirements.

Focus on the most pressing goals, such as reducing attrition among

your most valuable customers, or increasing revenue per customer.

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Only after these goals have been achieved should the initiative be

spread across the enterprise.

• Communicate these immediate objectives to every member

of the team.

Regardless of department, employees should clearly understand the

business rationale and desired results. Managers should include

incentives, making the project a top priority.

• Do something near-term that demonstrates payback.

The most common complaint from business managers about

software development is that results – if they come at all – are not

available until all the money has been invested. The greatest

complaint from developers is that business managers don’t

understand that they can’t have results until the software has been

built. To maintain the support of senior management and key

investors, achieving a succession of short-term goals, with

measurable results, is crucial in moving forward with the long-term

goal of true relationship marketing.

The Elements of CRM

Sales Force Customer Service/Call Marketing

Automation Center Management Automation

Call centers
Call center telephone
managing aspects Campaign
sales
of customer contact management

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 E-commerce

Web-based Content
Field sales
self service management

Retail

Data analysis
Third-party brokers,
Field services and business
distributors, agents
and dispatch intelligence tools

Figure 4. Elements OF CRM

Source: Computer world Jan’02.

2.10 BENEFITS OF A WELL DEFINED CRM INFRASTRUCTURE

A well-designed CRM infrastructure will enable you to:

• Integrate and coordinate multiple customer touch points (e-

mail, call center, direct sales, POS, direct mail, etc.)

• Extend the definition of a customer or program without

negatively impacting application design;

• Add new system components and applications without

redesign;

• Define new business processes and data;

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 • Add new data sources without compromising performance;

and

• Support simultaneous users and add new business units.

Benefits of a well-constructed CRM infrastructure include:

• Reduced deployment capital and expense costs;

• Reduced ongoing management costs;

• Additional revenue-generating opportunities and

• Customizable systems that leverage your existing CRM

technology investments.

2.11 RELATIONSHIP MARKETING AND CUSTOMER LIFETIME

VALUE FOR CELLULARS

Relationship marketing is not about having a "buddy-buddy"

relationship with your customers. Customers do not want that.

Relationship Marketing uses the event-driven tactics of customer

retention marketing, but treats marketing as a process over time

rather than single unconnected events. By molding the marketing

message and tactics to the LifeCycle of the customer, the

Relationship Marketing approach achieves very high customer

satisfaction and is highly profitable.

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The relationship marketing process is usually defined as a series of

stages, and there are many different names given to these stages,

depending on the marketing perspective and the type of business.

For example, working from the relationship beginning to the end:

Interaction > Communication > Valuation > Termination

Awareness > Comparison > Transaction > Reinforcement >

Advocacy

Suspect > Prospect > Customer > Partner > Advocate >

Former Customer

Using the relationship marketing approach, you customize programs

for individual consumer groups and the stage of the process they are

going through as opposed to some forms of database marketing

where everybody would get virtually the same promotions, with

perhaps a change in offer. The stage in the customer Lifecycle

determines the marketing approach used with the customer.

A simple example of this would be sending new customers a

"Welcome Kit", which might have an incentive to make a second

purchase. If 60 days pass and the customer has not made a second

purchase, you would follow up with an e-mailed discount. You are

using customer behavior over time (the customer LifeCycle) to

trigger the marketing approach.

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Customer Lifetime Value for Cellular

We all know that today, marketing programs must include a

measurable customer understanding in order to be successful. One

element that helps quantify our understanding of customer

profitability is Customer Lifetime Value (CLV). If carefully calculated,

and with widespread organizational buy-in, it becomes the first

metric to turn to for all customer marketing and planning.

However the Life Time Value concept has been misunderstood over

the last several years. It may not be necessary to figure out an

absolute Life Time Value for a customer or wait "a lifetime" to find

out the exact value to use the concept in managing customer value

in order to develop successful marketing campaigns that effect the

bottom-line quickly.

CLV as It Applies to Cellular

The obvious goal is keeping the customers with highest CLV as long

as possible and determining the attributes of those high CLV

customers for use with prospects.

Basically, there are three main components to the CLV formula:

revenues, customer tenure and expenses.

1. Revenue: Revenue formulas of past behavior used to

determine future revenues.

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 2. Tenure: Retention modeling used to understand leading

indicators for customer "churn."

3. Expenses: The major difficulty in computing CLV is not in

computing customer income; it's the expense. It is difficult to

determine how to apply various departmental company

expenses to individual customers.

Unfortunately, almost ALL of the relatively "constant" figures that

help calculate CLV in other industries literally change as soon as

they are calculated when it comes to cellular services:

1. Phone Equipment Costs and Revenue. The negotiated

sales rates form the various phone vendors changes based on

supply, consumer demand and buying ability of the

telecommunications vendor.

2. Service Rates and Rate Plan Structures. Rates change

almost monthly for most carriers. Even the rate plan structures

change as soon as you (and the consumers) understand them.

For instance, AT&T wireless's "all-you-can-eat" and Cingular's

"Roll-Over Minutes" rate plan structures obviously put a dent into

calculating meaningful Customer Lifetime Valuation.

3. Mobile Phone Features and Usage. Everything from the

amount of "Roadside Assistance" packages to the incredible early

42
 mistakes of WAP pricing demonstrate just how volatile these

features can be to calculating anything resembling accurate CLV.

4. Service Contract Models. Tenure based on consumer

contracts that vary from one to three years; technology that

changes as soon as the contract is signed, phone number

transportability issues, and more.

Additionally, most consumers have been affected by one of the

consolidations, mergers, or corporate "buys" that the industry has

been witnessing recently.

As a result, consumer brand loyalty is at an all-time low.

2.12 SCOPE OF CRM:

Customer Relationship Management (CRM) is developing into a

major element of corporate strategy for many organizations. CRM,

also known by other terms such as relationship marketing and

customer management, is concerned with the creation, development

and enhancement of individualized customer relationships with

carefully targeted customers and customer groups resulting in

maximizing their total customer life-time value.

Industry leaders are now addressing how to transform their

approach to customer management. Narrow functionally based

traditional marketing is being replaced by a new form of cross-

43
functional marketing - CRM. The traditional approach to marketing

has been increasingly questioned in recent years. This approach

emphasized management of the key marketing mix elements such

as product, price, promotion and place within the functional context

of the marketing department.

The new CRM approach, whilst recognising these key elements still

need to be addressed, reflects the need to create an integrated

cross-functional focus on marketing - one which emphasizes keeping

as well as winning customers. Thus the focus is shifting from

customer acquisition to customer retention and ensuring the

appropriate amounts of time, money and managerial resources are

directed at both of these key tasks. The new CRM paradigm reflects

a change from traditional marketing to what is now being described

as ‘customer management’.

The adoption of CRM is being fuelled by recognition that long-term

relationships with customers are one of the most important assets of

an organisation and that information-enabled systems must be

developed that will give them 'customer ownership'. Successful

customer ownership will create competitive advantage and result in

improved customer retention and profitability for the company.

In many companies there is still confusion as to what CRM is all

about. To some it is about a loyalty scheme, to some it is about a

44
help desk. To others it is about a relational database for key account

management and for others it is about mass profiling the customer

base without undertaking detailed segmentation. Relatively few

organizations have implemented an integrated approach, which

addresses all the key strategic elements of CRM. Only a small

number of businesses have a clear idea what should be done with

information technology in order to successfully implement CRM.

Traditional marketing is no longer enough. The amount an

organisation spends on marketing is not necessarily related to its

marketing effectiveness. Some organizations undertake relatively

little marketing activity and as a result have a fragmented customer

base, poor market positioning and low levels of marketing

effectiveness.

Other organizations have been successful with relatively little

expenditure on marketing. For companies such as Virgin Atlantic,

The Body Shop and First Direct, public relations and word-of-mouth

marketing have been very important to them, so that despite fairly

low levels of advertising spend they are highly effective in their

marketing.

Many organizations, despite heavy investment in marketing

departments and marketing activities, have achieved poor results

from their marketing effects; quite a number of financial services

45
companies fall into this category. We call this “marketing trappings”

marketing.

Relatively few organizations have adopted relationship marketing

and CRM approaches to effectively harness the tools of marketing to

deliver real increased customer value and, with the help of

technology, developing appropriate long-term relationships with

customers.

To achieve success, businesses need to have the appropriate

measurement systems and marketing metrics in place to ensure

there are effective in terms of their use of customer-focused

resources. Over the past two decades businesses have developed

sophisticated approaches to measurement in other functional

activities within their business - in Operations, Finance, IT and

Human Resources. However, the Marketing function may be the last

bastion of inadequate and inappropriate metrics

Traditional marketing activities, which emphasise customer

acquisition, are no longer sufficient. CRM recognises that marketing

starts after the sale is over, not when the sale is completed.

In future marketing will need to create much stronger metrics so

that strategies can be evaluated rigorously.

46
 CHAPTER-3
ABOUT AIRTEL

47
 CHAPTER 3
ABOUT AIRTEL

3.1 COMPANY PROFILE

Airtel comes to you from Bharti Cellular Ltd. A consortium of giants

in the telecommunication business.

Airtel launched it's services in Delhi on November 14,1995. It has at

present over Six lakh fifty thousand customers in it's seven years of

pursuit of greater customer satisfaction, Airtel has redefined the

business through marketing innovations, continuous technological up

gradation of the network, introduction of new generation value

added services and the highest standard of customer care.

Airtel has consistently set the benchmarks for the Indian cellular

industry to follow.

 First to launch Cellular service in Delhi on November 1995.

 First operator to revolutionalize the concept of retailing with

the inauguration of AirTel Connect (exclusive showrooms) in

1995. Today AirTel has 20 Customer Care Touch points

called "Connects" and over 350 dealers in Delhi and NCR

towns.

48
  First to expand it's network with the installation of second

mobile switching center in April, 1997 and the first in Delhi to

introduce the Intelligent Network Platform First to provide

Roaming to its subscribers by forming an association called World

1 Network.

 First to provide roaming facility in USA. Enjoy the mobile

roaming across 38 partner networks & above 700 cities Moreover

roam across international destinations in 119 countries including

USA, Canada, UK etc with 284 partner networks.

3.2 AWARDS

 Consecutively for four years 1997,1998, 1999 and 2000,AirTel

has been voted as the Best Cellular Service in the country and

won the coveted Techies award.

 The Asia Pacific Award for the Most Innovative HR practices-

2000.

 The Golden Peacock National Training Award for excellence in

Training practices-2000.

 The Golden Peacock National Quality Award-2001.

49
  BCL is first mobile communication service provider in India to

be certified for ISO 9001:2000 and 1st in world certified by

British Standards Institution for Mobile Communication.

 Born a leader, the first cellular service in Delhi, AirTel has

maintained leadership through constant innovations which have

redefined standards of cellular services in India.

 First to introduce a wide array of value added services like

Smart mail, Fax facility, Call Hold, Call waiting, Web message,

Information services etc. to enhance the convenience of its

subscribers.

3.3 VISION

• To make mobile communications a way of life and be the

customers' first choice’.

3.4 MISSION

We will meet the mobile communication needs of our

customers through:

• Error- free service delivery

• Innovative products and services

• Cost efficiency

50
• Unified Messaging Solutions

3.5 BHARTI VALUES

Innoventuring

• We will generate and implement entrepreneurial and innovative

ideas, which will continuously create new growth engines.

Customer First

• We are committed to delivering service beyond the expectations of

the customer. Our quality of customer responsiveness clearly

differentiates us from others.

Performance Culture

• We benchmark our processes and performance against world-class

standards. We distinguish between performers and non-performers

by valuing achievement at the individual as well as the team level.

Ours is a culture of inclusively where feedback, learning and ideas

are actively encouraged, sought and acted upon.

Valuing Partnership

• We are committed to building exemplary relationship with our

partners, which stand on the principles of mutual trust and mutual

growth.

51
Valuing People

• We nurture an environment where people are respected and their

uniqueness is valued. We believe that people are our key

differentiators.

Responsible Corporate Citizenship

• We are committed to making a positive and proactive contribution

to the community. As a responsible corporate citizen we will

contribute to and abide by environmental and legal norms.

Ethical Practices

• We will uphold the highest ethical standards in all internal and

external relationship. We will not allow misuse or misrepresentation

of any kind.

3.6 AIRTEL QUALITY STATEMENT

We will deliver error free "Mobile Communication Services" through

Customer Service Attitude, Employee Empowerment, Speed,

Creativity and Continuous Improvement.

3.7 RECENT ACHIEVEMENTS

AirTel has won the prestigious Techies Award for Best Cellular Phone

Service in the country for the third year in a row!

52
“This award is a tribute to the faith that you repose in us. It is your

expectations that have encouraged us to constantly improve so that

we can deliver the highest standards of service to you - always.”

53
 CHAPTER-4
CRM AT AIRTEL

54
 CHAPTER 4
CRM AT AIRTEL

4.1 ANALYSIS AND FINDINGS FROM THE CUSTOMER CARE

DEPARTMENT

On talking to the employees of the customer care department the

following things were found out:

 Airtel started its CRM programs in May2002.

 The main objectives of CRM are as follows:

• Personalized and customized service.

• Regular updates.

• Track of regular interactions.

 The major CRM strategy is increased customers through

increased Customer Satisfaction.

 The company is making use of e-CRM for customer

satisfaction.

 A special database of customers is maintained and this

database is updated weekly.

55
 The customers are divided into different segments on the basis

of the amount of billing received from them.

 The four categories of customers are:

• Corporates-These include the top 200 corporates,

which form about 40% of the segment of the client base.

• Enterprise- These are the customers from the

enterprise.

• VIP’s- These include the top-notch people, the

ministers, actors and other famous people.

• Club- These include all the general customers other than

those included in the corporates and the High profile

customers with whom around 60% of the business is

done.

 The customer care cell has been divided into four

departments:

• Hotline- This department handles the start-up

customers.

• Care Touch- This department takes care of the

Corporates and Executive Class for maintaining

Customer Relationships.

56
 • Retention- This department takes care of the churn and

takes special care to retain the existing customers.

• Outbound- This department takes care of the back-end

processing.

 The CRM is implemented through the customer Care

Executives. There are around 100 Customer Care Executives

at Airtel.

 The effectiveness of CRM is measured through CSMM

(Customer Satisfaction Management and Measurement), an

external research agency, IMRB has been given the task of

doing this.

 Special Loyalty Programs and incentive schemes are

designed for the privileged and the regular customers. Initially

these programs were for the Upper Base of Customers, Usually

the one’s from whom the billing was of more than Rs. 1500

but now these are for all the customers. One of the recent

CRM programs include “Rewarding Relationships”.

 There is a special complaint handling system, The Customer

Help and the response time for handling these complaints

varies depending on the nature of the complaint. The

57
 maximum time that can be spent on handling a complaint is

10 days.

 Regular suggestions and feedback is incorporated in their

service offering. The people from the Retention Department

call up the customers from time to time to find out their view

points.

 A special Training is given to the employees at the time of

induction.

 Also a 4-5 Day training is given to these people on using the

e-CRM systems.

 As a result of the CRM initiatives taken by Airtel Net Churn

has gone down to 3782 people in January ‘2003 from

15,000 people in October ‘2002..

 Today AirTel has 20 Customer Care Touch points called

"Connects" and over 350 dealers in Delhi and NCR towns

58
4.2 ANALYSIS OF CUSTOMER SURVEYS

Q1. Airtel gives you prompt services.

70
60
60

50

40

30
20
20
10 10
10

0
Disagree Can't Say Agree Strongly Agree

Figure: 5: Prompt Services

Analysis:

On the basis of the responses obtained from the people it was found

that 60% of the respondents agree that Airtel gives prompt services

and 20% strongly agree on this point thus indicating that in terms of

service delivery, Airtel has a high rating. There are some people i.e

only 10% who disagree on this and 10% responded by not saying

anything on this aspect.

59
Q2. Employees at Airtel are always willing to help you.

80 75

70

60

50

40

30

20
10 10
10 5

0
Disagree Can't Say Agree Strongly Agree

Figure: 6: Employees willingness to help

Analysis:

75% of the respondents agree that Employees at Airtel are always

willing to help the customers and 10% strongly agree to this point.

Only a 5% of respondents disagree on this point and 10% people did

no want to say anything on this particular aspect. Thus, we can say

that the employees at Airtel are willing to help the people indicating

the responsiveness of the company.

60
Q3. Your queries and complaints are handled immediately by

the Customer Care Department.

70
60
60

50

40

30

20 15
13 12
10

0
Disagree Can't Say Agree Strongly Agree

Figure: 7:Immediate handling of queries and complaints

Analysis:

About 60% of the respondents agree that the customer care

department handles their complaints immediately. 15% of the

people strongly agree on this point. 12% of the respondents can’t

say anything on this aspect as they did not feel the need to complain

and only 13% of the respondents disagree on this point, probably

due to some kind of delay in their complaint being handled. Thus we

61
can say that Airtel people are responsive enough and make attempts

to handle the complaints on time.

Q4. Airtel provides its services at the time it promises to do

so

90 84
80

70

60

50

40

30

20
10
10 6

0
Disagree Can't Say Agree

Figure: 8: On time services

Analysis:

About 84% of the respondents feel that Airtel delivers the services

at the time it promises to do so. Around 6% of them disagree on this

particular aspect and only a 10% were not sure as to what could be

said abut this. Thus, we can say that Airtel is a reliable service

provider and provides the services at the time it promises to do so.

62
Q5. Airtel keeps its customers informed about all its services

and how they will be delivered.

90
78
80
70
60
50
40
30
22
20
10
0
Agree Strongly Agree

Figure: 9: Keeping customers informed

Analysis:

On the basis of the responses received, it was found that 22% of the

people strongly agree that Airtel keeps its customers well informed

about the services it offers and 78% of the people agree to this

point. There were no respondents who disagree on this aspect. Most

of the people feel that Airtel has very good advertising and also

63
Airtel makes people aware of all its services from time to time by

means of giving them regular calls also.

Q 6. When you have a problem, the company shows a sincere

interest in solving it.

90
80
80

70

60

50

40

30
20
20

10

0
Agree Strongly Agree

Figure: 10: Company’s interests in solving problem

Analysis:

On the basis of the responses, it was found that 80% of the

respondents agree that the company shows a sincere interest in

solving their problems and 20% strongly agree to this point. There

were no respondents to disagree on this aspect thus indicating that

64
the company is highly responsive and empathetic towards its

customers

Q.7 Airtel gives you individual attention.

70

60 58

50

40
30
30

20
12
10

0
Can't Say Agree Strongly Agree

Figure: 11: Individual attention

Analysis:

On being asked about whether the company gives individual

attention to its customers, we see that about 58% of the people

were not in a position to say anything on this particular aspect. 30%

of the people agree to this point and 12% strong agree. Thus, we

can say that most of the people either did not feel the need for

65
individual attention or are not aware of it. But, nobody wanted to

disagree on this aspect.

Q 8. The employees at Airtel understand your individual

needs and offer flexibility in the services as per your

requirements.

50
45
45
40
35
30
25
25
20 17
15 13

10
5
0
Disagree Can't Say Agree Strongly Agree

Figure: 12: Flexibility in services

Analysis:

The results here show that 45% of the respondents agree that the

company offers flexibility in their services as per individual needs

and 25% strongly agree on this point.25% of the people can’t say

66
anything on this and 13% of the people disagree with this

statement. Thus, we can say that most of the people feel that there

is flexibility in service as per individual needs.

Q9. The web site of Airtel is interactive and user-friendly

60 56

50

40
32
30

20
12
10

0
Can't Say Agree Strongly Agree

Figure: 13: Interactivity of Airtel’s website

Analysis:

Around 56% of the people did not feel the need to visit the website

of Airtel so they could not say any thing about how interactive it

was. There were 32 % respondents who felt agreed to it and 12%

who strongly agree with this.

67
Q 10. Airtel uses the latest technology in its services.

45
40
40
35 32
30
24
25
20
15
10
4
5
0
Disagree Can't say Agree Strongly Agree

Figure: 14: Latest technology

Analysis:

On asking about the opinion of the people in terms of the technology

being used by Airtel 40% of the people did not want to comment on

the technology aspect. 32% of the people agreed that Airtel uses the

latest technology and 24% of them strongly agreed on this aspect.

68
Only a small 4% of people disagreed, probably because they feel

Airtel should be using some other technology.

Q 11. You feel that the employees at Airtel are courteous with

you.

60 55

50

40

30
24

20
12
9
10

0
Disagree Can't say Agree Strongly Agree

Figure: 15: Courteous employees

Analysis:

55% of the respondents agree to the statement that the employees

at Airtel are courteous and 24% of them strongly agree to it. 12% of

the respondents did not say anything about this whereas a 9% of

69
the people disagree with it. The reason could be some kind of bad

experiences that they had with the employees.

Q12. Employees at Airtel have the knowledge to answer your

questions.

80
67
70
60
50
40
30
19
20 14
10
0
Disagree Agree Strongly Agree

Figure: 16: Knowledgeable employees

Analysis:

Talking about the knowledge of the employees in handling customer

queries, we can say that most of the people agree that Airtel has the

employees who are trained well to answer the queries of the

70
customers. 67% of the respondents agree to this and 19% strongly

agree with this. A very few people disagree with this statement. The

reasons for this could vary from individual to individual. Thus,

overall we have the expression that the employees are good and

knowledgeable also.

Q13. Airtel takes care of the confidentiality and the privacy of

its customers.

70
63
60

50

40 34

30

20

10
3
0
Can't say Agree Strongly Agree

Figure: 17: Confidentiality and privacy

Analysis:

Most of the respondents agreed on the aspect that the

confidentiality and privacy of the customers is maintained. The

71
percentage of the people who agree to this was as high as 63%.

34% strongly agree to this point and only 3% of the people

disagree with it. Thus, we can say that the company is responsive

enough and we can rely on it.

72
Q 14. Rate the following on a scale of 1 to 5 in terms of the

quality of service offered by each service provider.

1. Airtel.

2. Hutchinson Essar.

3. Idea.

4. MTNL.

AIRTEL

45 41
NO. OF RESPONDENTS

40
35
30
25 23
20 16
14
15
10 6
5
0
1 2 3 4 5
RATINGS

Figure: 18: Service quality of Airtel

73
 HUTCHINSON ESSAR

40 38
NO. OF RESPONDENTS

35
30
25 22 22
20 15
15
10
5 3
0
1 2 3 4 5
RATING

Figure: 19: Services quality of Hutch

IDEA

50 47
NO. OF RESPONDENTS

40

30
21
18
20
10
10 4
0
1 2 3 4 5
RATING

Figure: 20: Service quality of Idea

74
 MTNL

40 37
NO. OF RESPONDENTS

35
30
25 22
19
20
15 12
10
10
5
0
1 2 3 4 5
RATINGS

Figure: 21: Service quality of MTNL

Analysis:

From the comparisons of the ratings given to the different service

providers we find that Airtel has got the highest number of

respondents giving it a rating of 4 or 5.

In case of Idea, 47 respondents have given it a rating of 3 whereas

MTNL has got a rating of 3 by 37 respondents.

Around 38 respondents have given Hutch a rating of 2.

From this comparison we can conclude that Airtel has a higher

rating in terms of quality of service offered in comparison with other

service provides

75
Q 15. How would you rate Airtel on a scale of 1-5 on the

following parameters.

1. Instant connectivity. 5. Billing

2. Clarity Of Voice. 6. Latest Schemes and

offers.
3. Network Coverage
7. Behaviour of employees.
4. Activation
8. Value added services

AIRTEL
50

45

40

35
NO OF RESPONDENTS

1 30
2
3 25
4
5
20

15

10

0
INSTANT CONNECTIVITY

NETWORK COVERAGE
CLARITY OF VOICE

LATEST SCHEMES AND

BEHAVIOUR OF

VALUE ADDED SERVICES

BILLING
ACTIVATION

EMPLOYEES
OFFERS

PARAMETERS

Figure: 22: Rating for Airtel’s service

76
Analysis:

From the figure 22 we find that the Airtel has a very good rating in

terms of the parameters used to evaluate the kind of service it is

offering. In terms of network coverage most of the respondents

have given it a rating of 5. In terms of latest schemes, value added

services and clarity of voice; most of the respondents have given it a

high rating of 3, 4 or 5.

In terms of activation, billing and behaviour of the employees the

ratings are comparatively lower.

77
Q 16. If given a choice, would you like to switch over to some

other cellular service.

90
80
70
60

50
40

30
20
10
0
Yes No

Figure23: Switching to other cellular services

Analysis:

Most of the respondents were happy with the services being

provided by Airtel and were not interested in switching over to some

other service provider. 83 % of the people wanted to continue

availing the service of Airtel and only 17 % of the people wanted to

switch over to some other service providers. The reasons for this

varied from cheaper air fares to better connectivity etc.

78
CONCLUSION

79
 CONCLUSION

 The initiatives taken by Airtel in CRM have helped Airtel to

achieve a great amount of success.

 On measuring the effectiveness of the services provided by

Airtel in terms of responsiveness, reliability, empathy, assurance

and tangibles it was found that the overall perception about its

service quality is quiet high.

 Born a leader, the first cellular service in Delhi, AirTel has

maintained leadership through constant innovations, which have

redefined standards of cellular services in India.

 Airtel being the first to introduce a wide array of value added

services like Smart mail, Fax facility, Call Hold, Call waiting, Web

message, Information services etc. to enhance the convenience

of its subscribers, has been able to achieve the title of best

cellular service provider for five consecutive years.

 By means of relationship marketing Airtel has been able to

reduce the rate of churn. The Net Churn has gone down to 3782

people in January ‘2003 from 15,000 people in October 2002.

 Airtel is making use of the latest technology and focusing on

building long term relationship with the customers as a result of

which most of the people perceive Airtel as the best cellular

service provider in Delhi.

80
LIMITATIONS

81
 LIMITATIONS

 The study was limited only to Delhi region due to constraint of

time.

 The sample size taken for the study was small as the time

allotted for the study was very less .

 Problems were faced in getting the appointments of the

employees of Customer Care Division of Airtel.

 The employees at Airtel were not willing to disclose the details

about the functioning of the CRM database.

 At times the customers using Airtel services were not willing to

respond, hence lots of efforts were made to convince them to fill

the questionnaires.

82
BIBLIOGRAPHY

83
 BIBLIOGRAPHY

BOOKS

 Balachandran , S.(1999), “Customer Driven Service

Management”, Response Books.

 Burnett, K. (2001), “Handbook Of Key CRM” Addison Wesley

Longman , Delhi.

 Greenberg Paul (2001), “CRM At The Speed Of Light” Tata

McGraw Hill Publishing Company, New Delhi

 Seth Jagdish N & Parvatiyar ( 2002) “Handbook Of Realationship

Marketing” , Response Books.

JOURNALS AND ARTICLES:

 Jain Rajnish & Jain Sangeeta , Journal Of Service Research

(0ctober ’02- March ’03) “Measuringb Customer Relationship

Management”, pp: 97-107.

 Jaiswal M.P & Sharma Anjali, “The Business And Strategic Need”,

e-Commerce (January 2002).

WEB SITE LINKS

 www.CRMassist.com

84
 www.adaptcrm.com

 www.crmcommunity.com

 www.crmguru.com

ANNEXURE

 AIRTEL CONNECTS

 QUESTIONNAIRE-1-

 QUESTIONNAIRE –2-

85
 ANNEXURE

AIRTEL CONNECTS

The following are the AirTel dealers in Delhi and surrounding satellite areas. The search can be simplified using

the sorted listing based on the areas listed below:

Delhi Faridabad Ghaziabad

Gurgaon New Delhi Noida

Firm Name Address Tel# Fax# Contact Mobile No. E-mail

A S Communications F-3/18 2449450 2449450 Mr. Anil Gupta 9810112332 ascommunications
(Near Ashok Nursing Home), 2449451 @mantraonline.com
Krishna nagar, 2449452
Delhi
Hiline-F 5-R/1 91-5426333 91- Jitender bhalla 9810018643
B K Chowk 5426333 9810018601
Near Times Bank Nit
Faridabad
Doodle Powel A-1/9 91-4736798 91- Anil Ji Garg 9810020872 doodlepowel@mantr
Mohan Palace, 91-4735105 aon

86
 New Arya Nagar, 91-4732171 4736798 line.com
Meerut Road
Ghaziabad
Cellpage Communications Shop no. 1 Sikanderpur Market, 91-6357067 6224608 Rajesh Chabra 9810020848 cellpage@ndf.vsnl.n
Gurgaon-Mehrauli Road 91-6364057 9810259059 et.in
Gurgaon Naveen Dua 9810048495
Airphone Comm. (C) Ltd. 37, 5158389 5150088 Soami bhatia 9810020902 gurusons@nde.vsnl.
North-West Avenue 5164008 net.in
Punjabi Bagh Club Road,
Punjabi Bagh
New delhi
Challanger Computers Ltd. 23 B, 5823670/1/2 5823672 Sunil Gupta 9810118001 cclindia@hotmail.co
Pusa road Manoj Gupta m
New delhi 9810081292
Hitech Cellular & Paging UA-28 2946224 / 7 5799032 S K Kaul 9810069777 sumant_kaul@hotm
Services Jawahar Nagar, ail.
Ltd-k Bunglow Road, com
Kamla Nagar,
New Delhi
Sheebatel C-7, Jail Road, 5141235 Manpreet 9810022629 sheebatel@mantrao
New Delhi 5140297 Singh Baweja nline
.com

Shop no. 5,
6852424 aurotel@mantraonlin
Aurotel Communications (P) M B D A V Bldg. Sumesh
6852327 6851965 9810011119 e.
Ltd Yusuf Sarai Sekhri
6851964 com
New delhi-16

A-20, 6917750
cellcom12@hotmail.
Cell Com Lajpat nagar II 6321122 6917751 Vinod Chopra 9810059949
com
New delhi-24 6321133

87
 S-5, 6433471
Madhur
Vidur & Co. Greater kailash-I 6433472 6433471 9810050965
Madhav
New delhi-48 6433473

20-A Basant lok,

6143959 cell_sell@hotmail.co
Cell-Sell Vasant vihar 6143959 Mrs. Sobti 9810043173
6143969 m
New delhi-57

22 Kapil Vihar
7182792 Ashok Jain 9810180346 Northwest@mantrao
North West Communication Pitampura
7182564 K P Jain 9810046034 nline.com
New Delhi

M-5 3752481
P V International Connaught Place 3752480 Vivek Nanda 9810188708
New Delhi - 110 001 3752483

A-13,
Vishal Enclave 5179394 9810069493
Air Communication 5179494 Balram Garg
Rajouri Garden 5179494 9810293940
New Delhi

N- 5 Bajrang House, South Ext –

Sameer Gogia 9810110510
Cellent 1,
Darpan Gogia 9810010510
New Delhi

Savitri Market,
91-4591427 hillne@mantraonline
Hiline-N G-26 Sector 18 Sumeet Bhalla 9810018607
91-4514344 .com
Noida

88
QUESTIONNAIRE-1

(To be filled by Airtel Customers)

This questionnaire is solely for academic purpose.

Kindly indicate your choice by placing a tick on the appropriate

option.

Strongly Disagree Can’t Say Agree Strongly

Disagree Agree

Q1. Airtel gives you prompt     

services.

Q2. Employees at Airtel are     

always willing to help you.

Q3. Your queries and complaints     

are handled immediately by
the Customer Care
Department..

Q4. Airtel provides it’s services at     

the time it promises to do so.

Q5. Airtel keeps its customers     

informed about all its services
and how they will be
delivered.

Q6. When you have a problem,     

the company shows a sincere
interest in solving it.

Q7. Airtel gives you individual     

attention.

Q8. The employees at Airtel     

understand your individual
needs and offer flexibility in
their services as per your
requirements.

89
Q9. The Web-Site of Airtel is     
interactive and user-friendly.

Q10. Airtel uses the latest     

technology in its services.

Q11. You feel that the employees     

at Airtel are Courteous with
you.

Q12.Employees at Airtel have the     

knowledge to answer your
questions.

Q13.Airtel takes care of the     

confidentiality and the privacy
of its customers.

Q14. Rate the following on a scale of 1 to 5 in terms of the quality of

service offered by each service provider.

1. Airtel

2. Hutchinson Essar

3. Idea

4. MTNL.

Q15. How would you rate Airtel on a scale of 1-5 on the following

parameters.

9. Instant connectivity.

10. Clarity Of Voice.

90
 11. Network Coverage

12. Activation

13. Billing

14. Latest Schemes and offers.

15. Behaviour of employees.

16. Value added services

Q16. If given a choice, would you like to switch over to some other

cellular service. If Yes, state the reason for the same.

………………………………………………………………………………………………

Name: __________________________________

Age: __________________________________

Address: __________________________________

Kind of service availed: Prepaid  Postpaid 

Thanking You

91
 QUESTIONNAIRE-2

(For The Customer Care Manager)

1. Do you have any CRM programs? If Yes, since when are you

implementing these programs?

2. What are your objectives of CRM programs?

i. ……………………

ii. ……………………

iii. ……………………

iv. ……………………

v. ……………………

3. What are your CRM strategies?

………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………

4. List down the parameters used by you to measure the

effectiveness of your CRM programs?

(i) ……………………

(ii) ……………………

(iii) ……………………

(iv) ……………………

(v) ……………………

92
(vi) ……………………

(vii) ……………………

(viii) ……………………

(ix) ……………………

(x) ……………………

5. Do you maintain a database for your customers? What measures

are taken to update the database?

…………………………………………………………………………………………………………
…………………………………………………………………………………………………………
…………………………………………………………………………………………………………

6. How does this database help you in implementing the CRM

programmes?

………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
…………………………………………………………………………………………………………….

7. On what basis do you segment your customers?

• Geographic

• Demographic

• Psychographic

• Behavioural

• Any other…………………………….

93
8. How often do you conduct a Market Research Program for

identifying customer expectations and their perceptions?

• Within 3 Months

• Within 6 Months

• Yearly

• Never

• Any Other………………………………………

9. On what basis do you measure customer satisfaction in your

organization?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

10. What are the measures undertaken to deliver the expected level

of quality?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

94
11. How is CRM implemented in your organization?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

12. Do you have any loyalty programs for your customers or any

kind of privileges or incentive schemes for your regular customers?

• Yes

• No

If yes, Elaborate

………………………………………………………………………………………………………………
……………………………………………………………………………………………………………

13. Do you offer any kind of Guarantee to your customers?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

14. Do you have a complaint handling system for customers? If yes,

what is the response time of handling these complaints?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

95
15. Is there any suitable compensation made for any kind of bad

experiences of the customers?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

16. Are there any efforts made to recover the lost customers? How?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

17. Do you incorporate the suggestions or feedback given by

customers? State any such instance wherein you have done this.

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

18. Is there a concept of customization in your service offerings?

What flexibility is offered to accommodate personal preferences?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

96
19.Is there any special training given to your employees for

interacting with customers? What kind of training is it?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

20. What is your customer turnover rate?

………………………………………………………………………………………………………………

………………………………………………………………………………………………………………

97