Customer Relationship Management

(With Special Reference to Bharti Airtel Limited.)

PROJECT REPORT AND VIVA VOICE

Project Research by
SATISH SINGH
 TABLE OF CONTENTS

INTRODUCTION
• Vision
• Mission
• Quality Statement
• Corporate Asset Focus
• Share Holding

ABOUT BHARTI
• Selecting And Measuring The Right Components For A Successful CRM Strategy
• Best Practices For Analytical Applications In The Telecom Industry
• Strategies Adopted
• Technology From World Leaders
• Service Guarantee
• Value Added Services
• World Class Customer Care
• International Significance
• Competitive Strengths
• Awards
• The Road Ahead

REVIEW OF LITERATURE
• Customer Relationship Management
• The Emergence Of CRM Practice
• A CRM Process Framework

OBJECTIVE OF THE STUDY

• Primary Objective
• Secondary Objective

RATIONALE

RESEARCH METHODOLOGY
• Data Collection Instruments
• Collection Of Data

FINDINGS AND ANALYSIS

• Measurement Of Customer Focus/Customer Centricity
• Customer Satisfaction Survey
• Scoring And Interpretation
• Dealer Survey
• Analysis Of Dealer Survey

CRM IMPLEMENTATION TAILOR MADE

SCHEMES

CRM STRATEGY
• Managing Customers For Various Enhancement
• Once CRM Is Implemented, What Makes It Click
 • Because Good Relations Matter
• CRM Reference Model
• Touch Point And Presentation Layer
• Distributed Application And Security Cooperation Services
• IT Service Management
• Technology Network Infrastructure- IT
• Tools

CUSTOMER RELATIONSHIP MANAGEMENT-

GIS
• Business Continuity Strategies For Customer Relationship Management

AIRTEL’S CRM STRATEGIES

• Principles For Building Strong Customer Relationships
• Airtel’s Customer Relationship Model
• Solving Customer Relationship Management Involves Addressing A
Principles-Based Value Chain
• High Churn Rates
• Why It Happens
• Postpaid Churn Solution That Work
• Effective Churn Management And Performance Measurement Framework
• Minimizing Churn And Building Customer Profitability Churn Solutions That
Work
• Comprehensive Approach To Churn Control In High Growth And
Competitive Markets
• Best Ways To Prevent These High Rates Of Customer Churn

CRM ACQUISITION
 • Steps
• Strategies
• Other Means
• Customer Defection
• 6 Types Of Defectors

CUSTOMER RETENTION
• Customer Complaints
• Need To Listen To Customer Complaints
• Encourage Customer Complaints
• Do Not Forget

INDICES
• Marketing
• Sales
• Customer Service
• CRM Business Strategy

CONCLUSION

BIBLIOGRAPHY
 INTRODUCTION
AIRTEL comes to you from Bharti Cellular Limited - a part of the biggest private
integrated telecom conglomerate, Bharti Enterprises. Bharti provides a range of telecom
services, which include Cellular, Basic, Internet and recently introduced National Long
Distance. Bharti also manufactures and exports telephone terminals and cordless phones.
Apart from being the largest manufacturer of telephone instruments in India, it is also the
first company to export its products to the USA. Bharti is the leading cellular service
provider, with a footprint in 21 states covering all four metros and more than 8 million
satisfied customers.

VISION
To be globally admired for telecom services that delight customers.

MISSION
We will meet global standards for telecom services that delight customers through:

 Customer Service Focus

 Empowered Employees

 Innovative Services

 Cost Efficiency
The strategic objective is to consolidate its leadership position among mobile service
providers in India. Through its subsidiaries, Bharti has licenses to provide GSM services
in 15 of the 22 telecom circles in the country. It now proposes to consolidate all these
subsidiaries under Bharti Cellular.
QUALITY STATEMENT
We will deliver error-free services to our customers by doing our jobs right the first time,
every time - this is your quality statement.
CORPORATE ASSET FOCUS
The Chairman and Group Managing Director of Bharti Televentures, Mr Sunil Mittal, has
sold his entire personal stock, accounting for about 0.15 per cent stake in the company, or
a consideration of over Rs 60 crore on New Delhi, March 11.
Share Holding

 Indian Promoters : 46.6%

 Foreign collaborators : 0.0% Indian inst/Mutual Fund : 2.7%

 FIIs/GDR : 9.2%

 Free float : 41.5%

 Shareholders : 40,315

ABOUT BHARTI
Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting
investments in telecommunications services. Its subsidiaries operate telecom services
across India. Bharti Tele-Ventures is India's leading private sector provider of
telecommunications services based on a strong customer base consisting of
approximately 11.50 million total customers which constitute, approximately 10.66
million mobile and approximately 836,000 fixed line customers, as of February 28, 2005.
The company today offers mobile services in 21 out of 23 circles in India. The company
also provides fixed - line services and Internet access over DSL in 6 circles. The
company complements its mobile and fixed-line services with national and international
long distance services. The company also has a submarine cable landing station at
Chennai, which connects the submarine cable connecting Chennai and Singapore. The
company provides reliable end-to-end data and enterprise services to the corporate
customers by leveraging its nationwide fiber optic backbone, last mile connectivity in
fixed-line and mobile circles, VSATs, ISP and international bandwidth access through
the gateways and landing station.
In September 2002, Bharti leveraged its pan-India footprint to offer some never before
benefits to our customers. These succeeded in re-defining customer expectations and are
fuelling growth of the mobile category in the Western region. The benefits included a 30-
second pulse, free roaming on Airtel networks across the country, incoming calls free
from any Airtel to Airtel mobile and free airtime on one international, one national and
one local number without any monthly charges. Bharti Cellular has invested Rs 1500
crores in the Western region. This investment is to be raised further as the roll out gathers
more momentum.

SELECTING AND MEASURING THE RIGHT COMPONENTS FOR A

SUCCESSFUL CRM STRATEGY

 Examine the role of Data mining to create differentiators

 Determine how CRM is applied in a prepaid business

 Using Call Center technologies for one to one relationships

 The role of the Front line in CRM success

 Measuring the Return on Investment of CRM after its implementation

BEST PRACTICES FOR ANALYTICAL APPLICATIONS IN THE TELECOM

INDUSTRY

 Designing your analytical applications to facilitate:

 Useful segmentation methodology and techniques

 Effective churn analysis and prediction

 Successful cross and up-selling

 Targeted acquisition

 Accurate price plan analysis

STRATEGIES ADOPTED
  Focus on maximizing revenues and margins;

 Capture maximum telecommunications revenue potential with minimum

geographical coverage;

 Offer multiple telecommunications services to provide customers with a "one-stop

shop" solution;

 Position itself to tap data transmission opportunities and offer advanced mobile
data services;

 Focus on satisfying and retaining customers by ensuring high level of customer

satisfaction;

 Leverage strengths of its strategic and financial partners; and

 Emphasize on human resource development to achieve operational efficiencies.

TECHNOLOGY FROM WORLD LEADERS

The company has partnered with telecom majors like Siemens, ECI, Lucent and Duraline
for its network. While Siemens has provided the digital switching system (Siemens
EWSD) with CCS-7, a signaling protocol for faster connectivity, the billing software
(Keenan Arbor) has been sourced from Lucent. The Synchronous Digital Hierarchy
(SDH) equipment is sourced from ECI.

SERVICE GUARANTEE
Service guarantee is a first-of-its-kind scheme and underlines Airtel’s commitment to
provide error free services – ‘Services right the first time and every time’. The service
guarantee scheme entails:

 Repair of any dead phones within 8 working hours of receiving a complaint

 Error Free billing.

The scheme is a culmination of Airtel’s efforts in continuously setting new benchmarks

in quality by adhering to best quality practices including SIX-SIGMA.
In the unlikely event of any failure in this promise, the company will give STD/ISD pre
paid calling card worth Rs. 100/- to the customers.
VALUE ADDED SERVICES
Besides providing world-class voice products and data services, Airtel – Broadband &
Telephone Services also provides a host of value added services to its customers. These
services, which add a whole new dimension to the meaning of fixed line telephony,
include services like Voice Mail Service, Directory Assistance, Call Completion Busy
Subscriber, Delayed Hotline, Centrex and the like. The company also provides a host of
customized premium services to its customers such as live astrologers, cricket updates,
sending jokes and greeting in celebrity voices, music messaging service etc.

WORLD CLASS CUSTOMER CARE

Apart from the state-of-the-art infrastructure, Airtel - Broadband & Telephone Services is
the first to provide a dedicated 24-hour call centre. The company is planning to have a
250 seater call center equipped with the best ACDs, IVRs and Call loggers to provide
world class after sales support.

INTERNATIONAL SIGNIFICANCE
There are *38 mobile operators worldwide, who have 10 million plus customers. Within
this Group 38, there are 15 mobile operators who are from Asia. In this regard, it is a
proud moment for the Indian GSM industry with Airtel becoming the first Indian GSM
operator to join this international club as its 39th member worldwide and the 16th in Asia.
The key demographics of Bharti Tele-Ventures' mobile circles are set forth below
Bharti Bharti as
All India
Circles % of All India
Number of circles 22 16 73%
Area of the circles (in '000 sq km) 3,278 1,848 56%
Population in the licensed areas (in Millions) 1,027 593 58%
Market Mobile subscribers in the licensed areas
39.78 39.42 99%
(in Millions)
Market Dealers in the licensed area (in Millions) 37.7 30.7 81%
Number of vehicles in the licensed areas 36,132 29,025 80%
COMPETITIVE STRENGTHS
Bharti Tele-Ventures believes that the following elements will contribute to the
Company's success as an integrated telecommunication services provider in India and
will provide the Company with a solid foundation to execute its business strategy:

 Nationwide Footprint - As of February 28, 2005, approximately 99% of India's

total mobile subscribers resided in the Company's twenty one mobile circles.
These 21 circles collectively accounted for approximately 56% of India's land
mass;

 Focus on telecommunications to enable the Company to better anticipate industry

trends and capitalize on new telecommunications-related business opportunities;

 The strong brand name recognition and a reputation for offering high quality
service to its customers;

 Quality management team with vision and proven execution skills; and

 The Company's strong relationships with international strategic and financial

investors such as SingTel, Warburg Pincus, International Finance Corporation,
Asian Infrastructure Fund Group and New York Life Insurance.

ACCOMPLISHMENTS - Connecting India Growing Presence

1999 Pre-4th License Post-4th License

Number of Mobile Circles 2 5 21
Number of Fixed-Line Circles 1 1 6
Population covered in our licensed area (%) 2% 16% 58%
Area covered in our licensed areas (%) 2% 16% 56%
Wireless Coverage Area(% of Mobile 16% 38% 97%
Customers covered)
 The largest private sector integrated telecommunications services group in India in
terms of the number of customers.

 Largest Mobile footprint in India, covering 21 of the 23 licensed areas.

 Proven track record of managing growth - both organic as well as by way of

acquisitions.

 First and largest private telecommunications services company offering fixed-line

services in India.

 Existing foreign shareholders have acquired direct and indirect equity interests in the
Company for a total consideration exceeding US$1 billion.

 First private telecommunications company to launch long distance services.

 First off the block to launch fixed-line services in all the four circles of Delhi,
Haryana, Karnataka & Tamil Nadu.

AWARDS
Bharti Tele-Ventures, its subsidiaries and management have received several awards and
recognitions, including:
Bharti was recognized as one of the "Leading Lights of Telecom" in Asia in November
2001 in the Asian edition of the "tele.com" magazine with analytical inputs from research
consultants Frost & Sullivan.

 The leading telecommunications service provider in India in a survey of Indian

companies conducted by Business World in association with Indian Marketing
Research Bureau in September 2001;

 The “Techies” award from Information Communications World, an international

business magazine, for four consecutive years (1997 to 2000) for brand excellence,
network quality, customer service and value added service in our Delhi mobile circle;

 Golden Peacock National Training Award – 1999 to Bharti Cellular for our Delhi
mobile operations from the Institute of Directors, a non-profit association in India
committed to improving the competitiveness of Indian business by focusing on
 development of business leaders, for the best human resources and training practices;
and

 Ascent – Times of India and Sodexho Pass award in 1999 from the Asia Pacific HRD
conclave to Bharti Cellular for corporate excellence in the category of most
innovative human resource practices.

 Mr. Sunil Bharti Mittal (Chairman and Group Managing Director) was honored as
“One of the Top Entrepreneurs Worldwide" for the year 2000 and "Stars of Asia" for
the year 2001 by international business magazine, Business Week.

 Mr Sunil Bharti Mittal was selected as the "Businessman of the year 2002" by
Business India.

 Mr Sunil Bharti Mittal was awarded the “Dataquest IT man of the year 2002”.

 Mr Sunil Bharti Mittal was selected the "CEO of the year 2002" by World HRD
congress.

 Mr. Akhil Gupta (Joint Managing Director) was adjudged as the Chief Financial
Officer for year 2001 for Mergers & Acquisitions activities by EIU.

 On October 12, 2004 Airtel – India’s leading mobile service provider and a part of
India’s largest telecom conglomerate Bharti Enterprises had been adjudged as the
“World Communications Best Brand of the Year.

THE ROAD AHEAD

It is an exercise in futility to invest in acquiring a new customer only to lose him before
even a part of the investment can be recovered. Though retaining a customer might
require seven times more effort than acquiring one it definitely makes more economic
sense. Even from a long term perspective maintaining a good relationship with not just
profitable customers but all prospective customers will pay huge dividends. Only a churn
management system can provide a better understanding of the customer, the operators’
most valuable asset.
It is important to deliver value to the customer and put in place offers that tie in the
customer. New products and services development is essential to ensure loyalty. A churn
management solution can help devise more attractive incentives, tariff bundles, loyalty
schemes and proactive customer service along with acquisition strategies to attract the
right type of customer, thus reducing fraud and bad debt—all key to a better bottom line.

REVIEW OF LITERATURE

CUSTOMER RELATIONSHIP MANAGEMENT

Customer Relationship Management and Relationship marketing are used
interchangeably. As Nevin (1995) points out, these terms have been used to reflect a
variety of themes and perspectives. Some of these themes offer a narrow functional
marketing perspective while others offer a perspective that is broad and somewhat
paradigmatic in approach and orientation. A narrow perspective of customer relationship
management is database marketing emphasizing the promotional aspects of marketing
linked to database efforts (Bickert 1992).
Another narrow, yet relevant, viewpoint is to consider CRM only as customer retention in
which a variety of after marketing tactics is used for customer bonding or staying in
touch after the sale is made (Vevra 1992). A more popular approach with recent
application of information technology is to focus on individual or one-to-one relationship
with customers that integrate database knowledge with a long-term customer retention
and growth strategy (Peppers and Rogers 1993). Thus, Shani and Chalasani (1992)
define relationship marketing as "an integrated effort to identify, maintain, and build up a
network with individual consumers and to continuously strengthen the network for the
mutual benefit of both sides, through interactive, individualized and value-added contacts
over a long period of time". Jackson (1985) applies the individual account concept in
industrial markets to suggest CRM to mean, "Marketing oriented toward strong, lasting
relationships with individual accounts". In other business contexts, Doyle and Roth
(1992), O'Neal (1989), Paul (1988), and have proposed similar views of customer
relationship management.
McKenna (1991) professes a more strategic view by putting the customer first and
shifting the role of marketing from manipulating the customer (telling and selling) to
genuine customer involvement (communicating and sharing the knowledge). Berry
(1995), in somewhat broader terms, also has strategic viewpoint about CRM. He stresses
that attracting new customer should be viewed only as an intermediate step in the
marketing process. Developing closer relationship with these customers and turning
them into loyal ones are equally important aspects of marketing. Thus, he proposed
relationship marketing as "attracting, maintaining, and – in multi-service organizations –
enhancing customer relationships".
Berry's notion of customer relationship management resembles that of other scholars
studying services marketing, such as Gronroos (1990), Gummesson (1987), and Levitt
(1981). Although each one of them is espousing the value of interactions in marketing
and its consequent impact on customer relationship, Gronroos and Gummesson take a
broader perspective and advocate that customer relationships ought to be the focus and
dominant paradigm of marketing. For example, Gronroos (1990) states: "Marketing is to
establish, maintain, and enhance relationships with customer and other partners, at a
profit, so that the objectives of the parties involved are met. This is achieved by a mutual
exchange and fulfillment of promises". The implication of Gronroos' definition is that
customer relationships is the 'raison de etre' of the firm and marketing should be devoted
to building and enhancing such relationship. Similarly, Morgan and Hunt (1994), draw
upon the distinction made between transactional exchanges and relational exchanges by
Dwyer, Schurr, and Oh (1987), to suggest the relationship marketing "refers to all
marketing activities directed toward establishing, developing and maintaining successful
relationships".
The core theme of all CRM and relationship marketing perspectives is its focus on
cooperative and collaborative relationship between the firm and its customers, and/or
other marketing actors. Dwyer, Schurr, and Oh (1987) have characterized such
cooperative relationships as being interdependent and long-term orientated rather than
being concerned with short-term discrete transactions. The long-term orientation is often
emphasized because it is believed that marketing actors will not engage in opportunistic
behavior if they have a long term orientation and that such relationships will be anchored
on mutual gains and cooperation (Ganesan 1994).
Another important facet of CRM is 'Customer selectivity'. As several research studies
have shown not all customer are equally profitable for an individual company (Storbacka
2000). The company therefore must be selective in tailoring its program and marketing
efforts by segmenting and selecting appropriate customer for individual marketing
programs. In some cases, it could even lead to 'outsourcing of some customers' so that a
company better utilize its resources on those customers it can serve better and create
mutual value. However, the objective of a company is not to really prune its customer’s
base but to identify appropriate programs and methods that would be profitable and
create value for the firm and the customer. Hence, we define CRM as:
Customer Relationship Management is a comprehensive strategy and process of
acquiring, retaining and partnering with selective customers to create superior value
for the company and the customer.
THE EMERGENCE OF CRM PRACTICE
Developing customer relationships has historical antecedents going back into the pre-
industrial era. Much of it was due to direct interaction between producers of agricultural
products and their consumers. Similarly artisans often developed customized products
for each customer. Such direct interaction led to relational bonding between the producer
and the consumer. It was only after industrial era's mass production society and the
advent of middlemen that there were less frequent interactions between producers and
consumers leading to transactions oriented marketing. The production and consumption
functions got separated leading to marketing functions being performed by the
middlemen. And middlemen are in general oriented towards economic aspects of buying
since the largest cost is often the cost of goods sold.
In recent years however, several factors have contributed to the rapid development and
evaluation of CRM. These include:
1. The growing de-intermediation process in many industries due to the advent of
sophisticated computer and telecommunication technologies that allow producers
to directly interact with end-customers. For example, in many industries such as
airlines, banks, insurance, computer program software, or household appliances
and even consumables, the de-intermediation process is fast changing the nature
of marketing and consequently making relationship marketing more popular.
2. The de-intermediation process and consequent prevalence of CRM is also due to
the growth of the service economy. Since services are typically produced and
delivered at the same institution, it minimizes the role of the middlemen. A
greater emotional bond between the services provider and the service user also
develops the need for maintaining and enhancing the relationship.
3. Another force driving the adoption of CRM has been the total quality
movement. When companies embraced Total Quality Management (TQM)
philosophy to improve quality and reduce costs, it became necessary to involve
suppliers and customers in implementing the program at all levels of the value
chain. This needed close working relationships with customers, suppliers, and
other members of the marketing infrastructure.
4. With the advent of the digital technology and complex products, systems
selling approach became common. This approach emphasized the integration of
parts, supplies, and the sale of services along with the individual capital
equipment. Customers liked the idea of systems integration and sellers were able
to sell augmented products and services to customers. These measures created
intimacy and cooperation in the buyer-sellers relationships. Instead of purchasing
a product or service, customers were more interested in buying a relationship with
a vendor.
5. In the current era of hyper-competition, marketers are forced to be more
concerned with customer’s retention and loyalty (Dick and Basu 1994; Reicheld
1996). As several studies have indicated, retaining customers is less expensive
and perhaps a more sustainable competitive advantage than acquiring new ones.
Marketers are realizing that it costs less to retain customers than to compete for
new ones. There is greater opportunity for cross-selling and up-selling to a
customer who is loyal and committed to the firm and its offerings.
6. Customer expectations have rapidly changed over the last two decades. Fueled by
new technology and growing availability of advanced product features and
services, customer expectations are changing almost on a daily basis.
Consumers are less willing to make compromises or trade-off in product and
service quality.

A CRM PROCESS FRAMEWORK

We develop a four-stage CRM process framework. The broad framework suggests that
CRM process comprise of the following four sub-processes: customer relationship
formation process; relationship management and governance; relational performance
evaluation process; and CRM evolution or enhancement process.

I. CRM FORMATION PROCESS

The formation process of CRM refers to decisions regarding initiation of relational
activities for a firm with respect to a specific group of customers or with respect to an
individual customer with whom the company wishes to engage in a cooperative or
collaborative relationship. Hence, it is important that a company is able to identify and
differentiate individual customers. In the formation process, three important decision
relate to defining the purpose (or objectives) of engaging in CRM, selecting parties (or
customer partners) for appropriate CRM programs; and developing programs (or
relational activity schemes) for relationship engagement with the customers.
Formation Management & Governance Performance

Team Structure
Purpose
- Increase Effectiveness
- Improve Efficiency
Role Specification

Planning Process
Programs
- Account Management Relationship Performance
- Retention Marketing Process Alignment - Strategic
- Co-op Agreements - Financial
- Strategic Partnerships - Marketing
Monitoring Process - Retention
- Satisfaction
- Loyalty
Communication
Partners
- Criteria
- Process Employee Motivation

Employee Training

Evolution
- Enhancement
- Improvement

i) CRM Purpose: The overall purpose of CRM is to improve marketing

productivity and enhance mutual value for the parties involved in the relationship.
CRM has the potential to improve marketing productivity and create mutual value
by increasing marketing efficiencies and/or enhancing marketing effectiveness.
By seeking and achieving operation goals, such as lower distribution costs,
 streamlining order processing and inventory management, reducing the burden of
excessive customer acquisition costs, and through customer retention economics,
firms could achieve greater marketing efficiencies. Thus, stating objectives and
defining the purpose of CRM in a company helps clarify the nature of CRM
programs and activities that ought to be performed by the partners. Defining the
purpose would also help in identifying suitable relationship partner who have the
necessary expectations and capabilities to fulfill mutual goals.
ii) CRM Programs: A careful review of literature and observation of corporate
practices suggests that there are three types of CRM programs : continuity
marketing; one-to-one marketing; and, partnering programs. These take different
forms depending on whether they are meant for end-consumers, distributors
customers, or business-to-business customers.
CRM Program

Customer types Mass Markets Distributors Business-to-

Program Types business markets
Continuity • After marketing • Continuous • Special souring
marketing replenishment arrangements
• Loyalty programs
• ECR programs
• Cross selling
One-to-one • Permission • Customer business • Key account
marketing marketing development
• Global account
• Personalization programs
Partnering/co- • Affinity partnering • Logistics • Strategic
marketing partnering Partnering
• Co-branding
• Joint marketing • Co-design

• Co-development

a) Continuity Marketing Programs: Given the growing concern to retain

customers as well as emerging the knowledge about customers retention economics
have led many companies to develop continuity marketing programs that are aimed at
both retaining customers and increasing their loyalty (Bhattacharya 1998, Payne
1995). For consumers in mass markets, these programs usually take the shape of
membership and loyalty card programs where consumers are often rewarded for
their members and loyalty relationships with the marketers. For distributor
customers, continuity marketing programs are in the form of continuous
replenishment programs ranging anywhere from just-in-time inventory
management programs to efficient consumer response initiatives that include
electronic order processing and material resource planning. In business-to business
markets these may be in the form of preferred customer programs or in special
sourcing arrangements including single sourcing, dual sourcing, and network
sourcing, as well as just-in-time sourcing arrangements. The basic premise of
continuity marketing programs is to retain customers and increase loyalty through
long-term special services that has a potential to increase mutual value through
learning about each other.
b) One-to-one Marketing: One-to-one or individual marketing approach is
based on the concept of account-based marketing. Such a program is aimed at
meeting and satisfying each customer's need uniquely and individually (Peppers and
Rogers 1995). In the mass market individualized information on customers is now
possible at low costs due to the rapid development in information technology and due
to the availability of scalable data warehouses and data mining products. By using
online information and databases on individual customer interactions, marketers aim
to fulfill the unique needs of each mass-market customer. Information on individual
customers is utilized to develop frequency marketing, interactive marketing, and after
marketing programs in order to develop relationship with high yielding customers.
For distributor customers these individual marketing programs take the shape of
customer business development. In the context of business-to-business markets,
individual marketing has been in place for quite sometime. Known as key account
management program, here marketers appoint customer teams to husband the
company resources according to individual customers needs. Often times such
programs require extensive resource allocation and joint planning with customers.
c) Partnering Programs: The third type of CRM programs is partnering
relationships customers and marketers to serve end users needs. In the mass markets,
two types of partnering programs are most common: co-branding and affinity
partnering. In co-branding, two marketers combine their resources and skills to offer
advanced products and services to mass-market customers. Affinity partnering
program is similar to co-branding except that the marketers do not create a new brand
rather use endorsement strategies. Usually affinity-partnering programs try to take
advantage of customer memberships in one group for cross-selling other products and
services. In the case of distributor customers, logistics partnering and cooperative
marketing efforts are how partnering programs are implemented. In such partnerships
the marketer and the distributor customers cooperate and collaborate to manage
inventory and supply logistics and sometimes engage in joint marketing efforts. For
business-to-business customers, partnering programs involving co-design, co-
development and co-marketing activities are not uncommon today (Young, Gilbert
and McIntyre 1996).
OBJECTIVE OF THE STUDY

Primary objective:
 To study and analyze the Customer Relationship Management Initiatives at Airtel.
Secondary objective:
The secondary objective of my study was to recommend strategy to ensure achievement
of prescribed parameters. These parameters are:
1) All request for services come to Air Tel.
2) Requests received are updated or activated on time.
3) Errors free updation.
The first parameter is almost clear that near about all the requests from activation come to
the Airtel.
The second parameter states customers are activated on time.
The third parameter states that customers are provided only that service which they opted.
Therefore the basic purpose or objective of my project work was to ensure these above
mentioned parameters at the dealer’s level, which is possible through the careful
understanding of the business done by them, their way or style of working, the problems
they are facing, loyalty towards the company and their level of satisfaction.
The first parameter i.e. all the services should come to Air Tel is basically related to the
dealer’s satisfaction and the customer requirement. This is because if the dealers are
satisfied with the company they will give business to it and also if the company provides
services according to the customer requirements the business will definitely come to
them. Lot more depends on the customer service provided by the company.
The second and third parameters i.e. timely activation and error free updation requires
understanding of the relationships between the dealers and the franchisees, their attitude
towards the customers and franchisees, the way activation’s are made and attention paid
while filling out the CAF.
Rationale
The customer is QUEEN. This millennium comes with new dreams, hopes, and
aspiration. It heralds the emergence of new business paradigms that will keep pace with a
world rapid changing under the impact of development in InfoTech and communications
technologies. It touches the lives of individual all over the world. With the growing
competition in Indian economy, virtually every company finds itself struggling for
survival today.
Today it is the consumer who delivers the final verdict. A consumer who is finicky about
what she wants. An important development in the consumer market is the emergence of
the newer younger consumer. This consumer is more open to trying new products but she
is more demanding and fickle in terms of brand loyalty. I believe smart Companies across
the country are no longer talking about product or service quality rather successful brand
will need to establish more meaningful and intimate relationship and delight their
customers.
The major application of CRM is in industrial good markets and service markets. For
relationship to start individual identifiable customers have to surface from the statistical
mass of a target segment and for this to happen on a big scale technological
transformation of the market place and the transaction are essential prerequisites.
In this millennium: the old rule will change. It will not be the big company who will
swallow the small but the fast that will out pace the slow. Success will lie in becoming a
part of the customer's life.
Ultimately, it is the firm’s advantage to develop long term relationships with existing
customers because it is easier and less expensive to make an additional sale to an existing
customer than to make a new sale to a new customer. However, the effort involved for
the firm in developing and maintaining a customer relationship must be weighted agent
the expected long term benefits. Marketers must determine the ‘life time value’ of a
customer to ensure that the costs of obtaining, servicing and communication with the
customer do not exceed the potential profit. Ultimately relationship marketing involves
more than locking - in customers to a particular supplier through price, rewards or even
the high cost of change (coercive model of relationship benefits). Recent research shows
that a successful, long term relationship also requires commitment and trust, which are
based on clean benefits, shared values and effective communication.
Thus the key to company’s success does not lie with in its walls and under its ceiling, in
the offices of its vender, or the homes of its employees. It lies in the mind of the
customer, whose decision will determine whether you will post a turn over, make profits,
and live long or not.

RESEARCH METHODOLOGY
Research is common parlance refers to a search for knowledge. According to
the advanced learner’s dictionary of current English, research means “a careful
investigation or inquiry especially through search for new facts in any branch
of knowledge”.
Research is, thus, an original contribution to the existing stock of knowledge
through objective and systematic method of findings. Thus, the term ‘research’
refers to the systematic method consisting of enunciating the problem,
formulating a hypothesis, collecting the facts or data, analyzing the facts and
reaching certain conclusions either in the form of solution(s) towards the
concerned problem or in certain generalizations for some theoretical
formulation.

DATA COLLECTION INSTRUMENTS

The task of data collection begins after a research problem has been defined
and research design chalked out.
There are two types of data, which should be kept in mind while deciding about
the method of data collection to be used for the study viz. Primary and
secondary.
(a) Primary Data : One those which are collected a fresh and for the first time,
thus it happens to be original in character.
(b) Secondary Data : are those which have been already collected by someone
else and which have already been passed through the statistical process.
COLLECTION OF DATA
(a) Primary : We collect primary data during the course of doing experiments
in an experimental research by different methods through observation or
through direct communication with respondents in one form or another or
through personal interviews. The important ones are:
(i) Observation method
(ii) Interview method
(iii) Through questionnaires
(iv) Through schedules
(v) Other methods like warranty cards, audits, projective techniques,
depth interviews, etc.
Among the above various methods of collecting Primary Data, the one that I
have used in my study is:
Questionnaires: A questionnaire consists of a number of questions printed or
typed in a definite order on a form or a set of forms. I have used the
questionnaire survey wherein the employees and dealers of Airtel in Delhi have
filled the questionnaire. I chose this method since:-
(i) It is more economical.
(ii) It is free from the bias of the interviewer.
(iii) The sales distributors had enough time to give well thought out answers.
(iv) Those sales distributors who are not easily approachable were reached
conveniently.
(v) The results are more dependable and reliable.
(b) Secondary : When the researcher utilizes secondary data, he has to look into various
sources from where he can obtain them. Secondary data may either be published data or
unpublished data. The secondary data has been collected mainly from books, journals,
magazines & online resources on the Internet. Primary data was collected from the people
from the Printing industry.
The observations and suggestions in the report are based on the following:

 Field work in New Delhi

 Meetings with the distributors and sales officers

The final stage consisted of analysis and interpretation of all the collected data. The
issues raised in the primary research were critically examined, followed by some
recommendations, which could enhance the industries potential
FINDINGS AND ANALYSIS

MEASUREMENT OF CUSTOMER FOCUS/CUSTOMER

CENTRICITY

CUSTOMER SATISFACTION SURVEY

Please rate your company on the following scale where:

1: Never 2: Rarely 3: Sometimes 4: Usually 5: Always

Customer Orientation

1. Taking care of our customers is a top priority in our Organization-more 1 2 3 4 5

important than cost
2. We listen carefully to our customers needs through our informal 1 2 3 4 5
feedback systems and act on this information
3. We have a formal process in place to determine our customers wants 1 2 3 4 5
and expectations, now and for the future
4. When we lose a customer we know why, or we find out why 1 2 3 4 5
5. Our repeat business exceeds the industry average 1 2 3 4 5
6. Our day to day activities are in harmony with our values and goals 1 2 3 4 5
about customer satisfaction
7. My managers concerns and activities have convinced me that customer 1 2 3 4 5
care is important
8. Our customers are advocates in our organization 1 2 3 4 5
TOTAL 37

Manager’s orientations

1. Our managers ‘walk what they talk’ 1 2 3 4 5

2. The predominant attitude around here is risk taking rather than 1 2 3 4 5
 defensive
3. Managers give workers the responsibility and authority to take care of 1 2 3 4 5
customers
4. People think competition means other companies not the person down 1 2 3 4 5
the hall
5. We see ourselves as customer ands suppliers in our work relationship 1 2 3 4 5
with each other
TOTAL 21

Co-operation/Integration

1. People at all level can participation in decision making 1 2 3 4 5

2. Supervisors and managers in different departments work well together 1 2 3 4 5
3. Very Few things fall through the crack because the left hand does not 1 2 3 4 5
what know the right hand is doing
4. Our systems make clear who has responsibility for what tasks 1 2 3 4 5
5. The organization’s goals are set at the top , based on our mission and 1 2 3 4 5
are clear and achievable
6. Results and goals are set at the top, based on our mission, and are clear 1 2 3 4 5
and achievable
7. In every department we have clear measure and tracking systems to tell 1 2 3 4 5
us how we are meeting our customers requirements
TOTAL 26

Attitude and Skills

1. What happens in the organization reality matter to all our people – 1 2 3 4 5

executives and workers alike
2. People feel responsible, needed and empowered to do what needs to be 1 2 3 4 5
done to take care of our customers and keep them satisfied
3. Our customer service representatives know how to identify/solve 1 2 3 4 5
service-related problems
4. Problem solving skills are used in every department and are standard 1 2 3 4 5
operating procedure
5. Our managers and supervisors have skills to influence others 1 2 3 4 5
communicate effectively and motivate and lead subordinated
particularly through periods of economic challenges and change
TOTAL 23

Costs/prevention/results

1. Our focus is on preventing rather than fixing them 1 2 3 4 5

2. We regularly collect data on the costs of waste, rework, errors and other 1 2 3 4 5
elements of poor service quality
3. We concentrate on exceptional care of customers, rather than cost 1 2 3 4 5
cutting, to increase our profits ad earning
TOTAL 13
SUM TOTAL (=37+22+27+25+14) 120

SCORING AND INTERPRETATION

The score shows that the corporate culture at Airtel is very customer oriented and the
employees are motivated, empowered and their goals are also aligned with the
organizational goals to meet and satisfy the customers.

DEALER SURVEY

Classification of dealers according to the proportion of business of Air Tel.

Table-1

Percentage of business No. of dealers Percentage

0-20% 01 3%
20-40% 01 3%
40-60% 08 24%
60-80% 03 10%
80-100% 20 60%

25
20
15 No. of dealers
10 percentage
5
0 %
0%

0%

0%
%

00
20

-4

-6

-8

-1
0-

20

60
40

80

This chart show that sixty-percent dealers fall under the category 80-100% of the
percentage of business whereas fourty dealers are below that category which is quiet a
substantial figure and should be carefully dealt with.

1. What types of services customers want?

(Multiple response were given)
Table 2

Service No. of dealers Percentage

Airtel Leisure 03 10%
AirTel Business 30 90%
AirTel Standard 30 90%
 No.of dealers

3
airtel Leisure
30
Airtel Business
30
Airtel Standard

From the chart, it is clear that the most popular service Among the customers is air tel
standard and airtel business becouse of their convenient tariff rates. However, each
service is suitable for specific class of people depending on their usage.
 2. How would you rate Air Tel’s network in your area?
Table-3

Rating No. of dealers Percentage

Excellent 20 60%
Good 3 10%
Needs improvement 10 30%

no. of dealers

Excellecnt
10
good
20
3 Needs
Improvement

The chart depicts that thirty percent dealers are not fully satisfied with the netwok. They
nelieve that there is scope for improvement as the signals are sometimes not proper in the
interiors. Sometimes even inside trhe house or shop signals get weak.
 3. How knowledgeable is company’s customer service people?
Table – 4

Rating No. of dealers Percentage(%)

Excellent 27 82%
Very Good 6 18%
So-So 0 0%
Dis-satisfied 0 0%
Strongly Dissatisfied 0 0%

Graph -5
Excellecnt

very good
18% 0%
so-so

Dis-satisfied
82%
Strongly
dissatisfied

This chart shows that all the dealers are satisfied with the knowledge of the customer
service people of Airtel. They understand their problems and give them a reasonable
solution.
 4. When phoning at the customer care department how quickly is the call transferred
to the customer care executives?
Table – 5

Time No. of Dealers Percentage

Immediately 00 0%
Within few minutes (2-3 min) 03 10%
Takes time 30 90%

Graph - 4
Immediately

0% 9% Within few
minutes (2-3
min)
takes time
91%

Most of the dealers i.e. near about 90% have the problem that when they make a call to
the computerized customer care department it takes long time near about 5-10 minutes
for their call to be transferred to the customer care executives.
 5. How responsive are the customer care executives in returning the phone calls.
Table – 6

Rating No. of dealers Percentage (%)

Excellent 25 76%
Very Good 5 15%
So-So 2 6%
Dissatisfied 1 3%
Strongly dissatisfied 0 0%

Graph-6 Excellent
3%
Very Good
6%
0%
15% So-So

Dissatisfied
76%
Strongly
dissatisfied

Here most of the dealers are satisfied with the responsiveness of customer care executive
in calling back to them if proper solution was not available for the first time.
 6. Dealer’s overall rating to the customer care department.
Table – 7

Rating No. of dealers Percentage (%)

Excellent 5 15.15
Very Good 15 45.46
So-So 12 36.36
Dissatisfied 1 3.03
Strongly dissatisfied 0 0.000

20
15 No. of dealers
10
5 Percentage (%)
0
dissatisfied
Excellent

So-So

Strongly

As shown above nearly thirty-six percent dealers have low level of satisfied with the
department that leaves much needed scope for improvement.
 7. Dealer’s rating to the usefulness of sales representatives visits to them.
Table –8

Rating No. of dealers Percentage (%)

Excellent 10 30.30%
Very Good 7 21.21%
So-So 9 27.27%
Dissatisfied 3 9.10%
Strongly Dissatisfied 4 12.12%

12
10
8 No. of dealers
6
4 Percentage (%)
2
0
nt

d
o
od

...
ie
lle

-S

ly
Go

isf
So
ce

ng
at
Ex

ry

ro
ss
Ve

St
Di

The above chart clearly indicates that a substantial percentage of dealers (27%) have a
low level of satisfaction with the company representatives to them. Also 21 percent
dealers are not at all satisfied with them.
 8. Dealers rating of the schemes provided by the company for them.
Table – 9

Rating No. of dealers Percentage (%)

Excellent 0 0%
Very Good 6 18%
graph 9 Excellent
So-So 12 36%
Dissatisfied 15 46% Good
Very
0 0 6 0%
15 So-So

Dissatisfied
12

Strongly
dissatisfied

Strongly dissatisfied

From the chart, it is clear that the dealers are not satisfied with the schemes provided by
the company. They have the complaint that thought the customers are benefited from the
various schemes there are not many schemes for their benefit. Sometimes the schemes are
communicated to them slightly late and thus them the benefits from them.
 9. Dealer’s satisfaction with the margins or cut-off provided by the company.
Table – 10

14
12
10 No. of dealers
8
6 Percentage (%)
4
2
0
nt

ng d
d

sa 0

...
ie
oo
lle

-S

ly
St isf
G

So
ce

t
y
Ex

er

ro
is
V

Level of Satisfaction No. of dealers Percentage (%)

Excellent 6 18.18%
Very Good 12 36.37%
So-S0 11 33.33%
Dissatisfied 4 12.12%
Strongly dissatisfied 0 0%

The above chart indicates that near about fifty percent dealers are not much satisfied with
the margins given by the company. The possible reason for this is the frequent
fluctuations in them. Many times they get less than what is assured.
 10. Classification of dealers according to the number of activation’s (average) made
in a month. (on the basis of question II)
Table – 11

No. of activations No. of dealers Percentage (%)

0-10 3 9.10
10-20 8 24.24

12
10
8 No. of dealers
6
4 Percentage(%)
2
0
ve
ct

0
0
0

-4
-3

o
-1

-O

b
0
0
0

a
0

3
2

0
4

20-30_10_30.30_
30-40_Level of Satisfaction
No. of dealers
Percentage (%)

Excellent
6
18.18%

Very Good
12
36.37%

So-S0
11
33.33%

Dissatisfied
4
12.12%

Strongly dissatisfied
0
0%

7_21.21_
40 above_5_15.15_

12
10
8 No.ofdealers
6
4 Percentage(%)
2

e
0

v
t

0
c
0

o
-3

-4
-O
-1

b
0

a
0

3
2

0
4
Here the dealers are classified according to the number of activations they made in a
month. From the table and chart it is clear that they are uniformly distributed across the
classes. However the maximum percentage of dealers lies in between 20-30 activations in
a month. On calculating the arithmetic mean the average number of activations by a
dealer comes out to be 26.
 11. Time within which dealers inform the franchisees about the receipt of activation
forms.
Table – 12

Time No. of dealers Percentage

Less than 1 hour 33 100%
1-2 hours 00 0%
Greater than 2 hours 00 0%
From the chart it is clear that dealers immediately inform the franchisee about the receipt

graph 12

0%
Less than 1
0% hour
1-2 hours

Greater than 2
100% hours

of the activation forms and it all depends on how those forms are passed on to the
franchisees for timely activation.
 12. Passing of activation forms (C.A.F.) to the Franchisees for activation.
Table – 13 (a)

Percentage of collection by the No. of dealers Percentage

franchisee.
0-20% 20 60.60%
20-40% 3 9.10%
40-60% 5 15.15%
60-80% 0 0%
80-100% 5 15.15%

25
20
15 No. of dealers
10 Percentage
5
0
%

0%

0%

0%

%
20

00
-4

-6

-8
0-

-1
20

40

60

80
(b) Percentage time’s dealers send the C.A.F. to the franchisees.
Table – 13 (b)

Percentage times C.A.F. delivered No. of dealers percentage

by the dealers
0-20% 5 15.15%
20-40% 0 0%
40-60% 5 15.15%
60-80% 3 9.10%
80-100% 20 60.60%

25
20
15 No. of dealers
10 percentage
5
0
%
0%

0%
0%
%

00
20

-4

-6

-8

-1
0-

20

40

60

80
(c) Dealers intimate on phone to the franchisee and activations are made (C.A.F. is sent
later on)
Table – 13 (c)

Percentage times during a No. of dealers Percentage of dealers

month
0% 25 75.74%
0-5% 3 9.10%
20-75% 2 6.06%
> 75% 3 9.10%

30
25
No. of dealers
20
15
Percentage of
10
dealers
5
0
0% 0-5% 20- > 75%
75%
14) Time within which a customer is activated by the franchisee after the receipt of
C.A.F.
Table – 14

Time No. of dealers Percentage (%)

Within 2 hours 10 30.30%
2-4 hours 9 27.27%
4-6 hours 8 24.24%
More than 6 hours 6 18.19%
Here the various dealers were asked about the time take taken by the franchisees in making

12
10
8 No. of dealers
6
4 Percentage (%)
2
0
rs

rs

.
.

..
..

a
2

th
h

h
in

re
-4

-6
it h

o
2

4
W

activation. From the chart it is clear that fifty-seven percent responses come under the less than 4
hours class (combination of first two classes) which is the prescribed time by the company. Forty-
three percent fall outside that class and thus it is an important problem area which should be
properly analyzed.
 15) Dealer’s satisfaction for the time taken by the franchisees.
TABLE – 15

Satisfaction No. of Dealers Percentage

Yes 22 66.67%
No 11 33.33%

25

20

15 Yes
10 No

0
No. of Dealers Percentage

The chart shows that one-third dealers are not satisfied with the time taken for activation.
May times the system remains down or the workload at franchisees is high and as a result
their activation is not made on time this has a profound impact on their business.
 16) Possible reasons for the delay in activation by the franchisees.
(Multiple response given)
TABLE – 16

Reasons No. of dealers Percentage

System Down 25 75%
High work load 15 45%

Graph-16

45%
System Down
75% High work load

From the chart it is clear that almost seventy-five percent dealers complaint about system
down as the possible reason for the delay of activation. The other reason is high workload
at the franchisees as they have their own customers coming directly to them.
 17) Dealer’s overall level of satisfaction with the company’s services.
Table – 17

Satisfaction level No. of dealers Percentage (%)

Excellent 5 15.15%
Very Good 17 51.52%
So-So 10 30.30%
Dissatisfied
Graph-17
0 0%
1 3.03%
20
15
10
5
0 No. of dealers
Percentage (%)
..

..
..
Ve
..

S.
..
D.
E.

S.

Strongly dissatisfied

The above hart shows that almost half of the dealers (50%) have high level of satisfaction
and they should be moved to the highest class. Thirty percent are on the average side this
clearly points out the deficiencies in the company’s policies and attitude towards the
dealers. Being the most important part of the channel network but that too not under the
company’s direct control should be properly considered and policies should be revised.
 18) Is it feasible that activations are made directly from the dealer’s office instead of
franchisees by setting the required computer network?
Table – 18

No. of dealers Percentage

Yes 18 55%
No 15 45%

Graph-18

45% Yes
55% No

From the chart it is clear that there is not much difference in the opinion of dealers. Fifty-
five percent are agreed to setup the required network while forty-five percent are not. It’s
a mixed a bag situation and company has to decide accordingly.
19) In case of cheque payment do dealers wait for the clearance of cheque before passing
on the activation form to the franchisee?
(Customer is not known)
TABLE – 19

No. of dealers Percentage

Always 25 61%
Generally 05 30%
Never 03 9%
Near about sixty percent dealers always wait for the clearance of the cheque.

Graph-20

9%

Always
30% Generally
61% Never

Thirty percent depend on their appraisal of the customer and then decide
accordingly. Only ten-percent takes risk pass on the activation, as they don’t want
to loose their customer.
20) Best/Distinctive features of the company.
(Multiple responses were given)
Table-20

Features No. of Dealers Percentage

Brand Image 30 91%
Promotional Strategy 15 45%
Excellent Service 17 52%
Strong Network 22 67%
This chart shows the dealers liking about the various features of the company. It is clear

Brand Image
67%
91%
Promotional
Strategy
Excellent
Service
52% Strong
45% Network
their responses that Airtel’s Brand Image is best of the lot, the other features are also
important but the brand image is most compelling one for them.
21) Problems faced by the dealers.(Multiple responses were given)
Table – 21

No. of dealers Percentage

No dealer recognition 25 75%
Promotional strategy 18 55%
Service 16 48%
Fluctuating Margins 05 15%
No response 08 24%

Graph-21 No dealer
recognition
24%
Promotional
15%
75% strategy
Service
48%
Fluctuating
Margins
55%
No response

This chart shows that seventy-five percent dealers are not satisfied with the company’s attitude
towards the dealers. Nearly fifty percent are not satisfied with the promotional strategy and
Services offered by the company for them. Some of them have given no responses as they
consider them a part of every business.
ANALYSIS OF DEALER SURVEY
By looking at the charts and tables, one can have easy understanding of the various
parameters. Besides that, there are some other findings as well which are basically, the
problems faced by the dealers. There are mentioned as follows –
1. Most of the dealers surveyed have the problem that the company does not give tem
any recognition.
2. Some have problems with the company’s promotional strategy.
3. Few are dissatisfied, as they are not provided the promotional materials like banners,
pop’s, boards, etc.
4. Nearly 30.3% of dealers have very low overall level of satisfaction with the company
(table-3).
5. Though majority of dealers has very well overall satisfaction with the customer care
department but they are highly dissatisfied with the time taken to connect to the
customer care.
6. 33.3% of total dealers surveyed are dissatisfied because of the time taken by the
franchisees in activating the customer’s account.
7. Regarding the above mentioned point the most common problem found is system
down.
8. The cut-off provided by the company is not attractive.
9. Sales representative or area manager’s visit is not up to the mark.
10. Difficulty in getting the preferred numbers.
Though Air Tel as very broad network coverage but at some places signals are not
proper.
company uses high-end routers from Cisco, and is in the process of implementing a
disaster recovery (DR) set-up. As far as software is concerned, some of the applications
that are running on its network are

 billing

 fraud management

 Revenue assurance and data warehousing.

They also have some internal-facing applications like Oracle Financial and Oracle
HRMS.

TOOLS
Airtel has been one of the earliest adopters of software to control churn in the Indian
market. The company implemented SAS Institute’s customer retention solution.
Business Intelligence (BI) is an umbrella term for a set of tools and applications that
allow corporate decision-makers to gather, organize, distribute and act on critical
business information. BI applications include the activities of online analytical processing
(OLAP), report generation, decision support systems (DSS), query and reporting (Q&R),
statistical analysis, forecasting, data warehousing and data mining. Some of the popular
BI tools are:

 Multi-dimensional analysis software, which is also popularly known as online

analytical processing (OLAP) tools. This software gives the end user an opportunity
to look at the data from various angles.

 Data Mining Tools - The software automatically searches for significant patterns or
correlation in the data

 Query Tools - They allow the user to ask questions about patterns or details in the
data.
For Airtel, Business intelligence is the process of getting enough of the appropriate
information in a timely manner and usable form, and analyzing it so that it can have a
positive impact on business strategy, tactics and operations. BI applications allow users to
quickly and easily view data on essential metrics such as sales, inventory and customer
activities. This information can be dispersed through a dynamic interface, preferably one
that is web-enabled. If a dynamic interface is implemented, users can explore the data
from different perspectives or levels of detail.

CUSTOMER RELATIONSHIP MANAGEMENT -

GIS
In today's competitive telecommunications market, for AIRTEL, customer service is the
number one differentiator for companies. Customer relationship management (CRM)
applications improve the relationship between the company and its customers. Timely
service provisioning, response to customer queries, and reporting on network
performance are aspects of CRM. With GIS, call center operators can access all the
information on a customer and the associated network based on location. Databases
containing information on outside plant infrastructure, signal quality, and equipment can
be integrated using GIS and made available using a corporate Intranet.
In CRM, Tier 1 handling means the customer's issue is resolved with the initial call. Tier
2 calls require initiating a trouble-ticket and obtaining additional information. Carriers
who have successfully implemented GIS support for CRM achieve higher Tier 1 handling
and customer service is performed more quickly and economically. With CRM contacts
at an all-time high, improving CRM operations can make a big impact on the bottom-line
of a carrier. In the wireless sector, "churn" refers to the rate that customers jump from one
service provider to another. For many carriers, customer churn is the single largest cost
factor. GIS improves the speed and quality of contact handling, augments customer
satisfaction, and reduces churn.

BUSINESS CONTINUITY STRATEGIES FOR CUSTOMER RELATIONSHIP

MANAGEMENT
With the growing adoption of Customer Relationship Management (CRM) initiatives in
just about every type of industry, call centers today are much more than cost centers.
They are increasingly considered strategic business assets."
Call centers helps the companies achieve customer-centric objectives as well as provide
world-class customer service and technical support. CRM is designed to optimize
profitability, revenue and customer satisfaction by organizing the business around
customer segments and encouraging customer-satisfying behaviors.
For many companies, call centers represent the principal link between their customers
and themselves. But for Airtel, it’s a Successful call center differentiate companies,
directly impact their annual turnover and competitive position, and are critical in
achieving CRM goals.
As a key element in CRM, call centers use three building blocks to satisfy their
customers:

 People

 Technology

 Process.

 People - The human element is probably the most important component in a call
center.

 Technology - Call centers use network services to connect customers with the call
center, telecommunications systems including Automatic Call Distributors (ACDs)
and Interactive Voice Response (IVR) systems; and IT products such as workstations,
computing platforms, Local Area Networks (LANs) and Computer Telephony
Integration (CTI).

 Process - To make everything work harmoniously and cost-effectively, and to satisfy

CRM objectives, a series of processes are needed to define how systems and people
work together.
With the increased emphasis on customer service, the bar has been raised on customer
expectations. Customers expect 24x7 availability, as well as e-mail and Web integration.
Access and availability are among the keys to top-drawer customer service. But what
about the relationship of these three elements? For today's high-tech call center, people,
technology and process are truly integrated. The loss of any of the key elements - whether
accidental or deliberate - can put call centers at risk.

Airtel’s CRM STRATEGIES

PRINCIPLES FOR BUILDING STRONG CUSTOMER RELATIONSHIPS

How to acquire, strengthen, and retain strong customer relationships in the era
Principle 1: By knowing more about the customer value and anticipating relationship
needs better than when the customer was involved in a high-touch relationship.
Principle 2: Consolidate and make available all customer interaction information from all
channels/touchpoints
Principle 3: Develop a customer centric infrastructure that can consistently support the
customized treatment of each customer.
Principle 4: Assign dedicated people, process and technology resources to achieve
profitable results

AIRTEL’S CUSTOMER RELATIONSHIP MODEL

Developed a Customer Relationship Model based on experiences attained from CRM
project engagements globally. The Model shows that the customer relationship is
strengthened by Relationship Building tactics, which are continuously measured through
time. The end result is a strong customer relationship, which lead to acceptable customer
loyalty, profitability and retention. Success criteria such as share of wallet, profitability
and cross-sell rations are also applied as part of the continous measurement to ensure that
Business Case requirements have been achieved.
 Technology

Data Warehouse/Data Mart

Extract & Transformation

Database
OLAP

to
Data Mining
Statistics
Query & Reporting
Warehouse Management
SOLVING

Metadata Management
High-End Servers
IT Infrastructure

 rate plans and

Networking
Network & Systems

 poor performance,

 poor customer care,

Management
Data & Applications
Internet

CHURN MANAGEMENT
Web Warehouse
CUSTOMER

Application
Security Specific Data Model
External Integration Technologies
Data Providers
Operational
Data HygieneData Stores
/ Enrichment
Call Center & Messaging
Middleware
Cleansing & Conditioning
House holding

 Handset issues - GSM or CDMA service.

- Segment of One Marketing
Customer Valuation

Some of the common driving factors for churn are

Customer Risk Analysis
RELATIONSHIP

Profiling and Segmentation

Predictive Behavior Modeling
People
Targeted & Activities
Marketing & Campaign Management
Customer Contact Management
ADDRESSING A PRINCIPLES-BASED VALUE CHAIN

Customer Profile
Content
Business Management
Strategy
Catalogue Management
Business Process Reengineering
Change Management
MANAGEMENT

Project Management
- Application Implementation
- Data Warehouse/ Data Modeling
Warehouse Architecture
Logical, Physical Design
Channel Integration
another?
INVOLVES

What are the commonest reasons for customers to switch from one service provider

DB Implementation
- IT Infrastructure
IT Architecture
Network Design, Planning & Implementation
Network & System Management
-On-going Customer Support
Regarding churn, something interesting that’s been noticed is that it’s much higher in the
case of pre-paid services, with a churn rate of 8:1, than in post-paid service where the rate
is 3:1.
The idea of pre-paid cards is that the customer will mature to become a post-paid one and
so it pays to retain him too. After all, it’s five times more expensive to acquire a new
customer than to retain an existing one.

HIGH CHURN RATES

The industry standard is around 2 percent a month. The cost of acquiring a new customer
is more than that of retaining one. The cost of acquiring a new customer is more than five
times that of retaining an existing customer. Even if you calculate a churn of 2 percent a
month, an operator is losing 24 percent of its customers every year. Whatever the
numbers, the fact remains that the telecom industry’s bottom line is getting affected
significantly thanks to the high churn rate.

WHY IT HAPPENS
Usually, such a high churn rate is witnessed in more mature markets where operators try
to attract customers from competitors since market growth is saturated. But with one of
the lowest telecom penetrations, the Indian market is anything but mature. Then what are
the reasons for this trend?
Many subscribers shift to another vendor due to brand image. Beyond the brand image,
higher churn is generally attributed to the numerous tariff options available to customers.
A customer may also churn due to billing disputes with a particular vendor—billing fraud
also comes into play. More than tariff plans it is the quality of customer service that
prompts a customer to churn or remain loyal. In the current market scenario there is
hardly any difference in offerings, prices and quality of service offered by different
operators. Cut-throat competition has ensured that there is not much difference between
the tariff plans offered by different vendors. This is where customer service and value-
added services come into play. If an operator doesn’t anticipate market needs or does not
provide value-added services offered by the competitor, then the customer is likely to
churn.
Other than this, some of the key factors that encourage churn are inadequate network
coverage, which includes dropped calls that occur in places where network coverage is
thin and blocked calls that occur when the demand for network services exceeds capacity.
The churn problem is more prevalent in the prepaid segment, which today accounts for
the vast majority of Indian cellular users. The prepaid customer is more price-sensitive
than the post-paid one. With rentals as low as Rs 300, customers with low usage prefer
prepaid cards. Also, students and those who like to experiment with different networks
prefer the prepaid offering.
Bharti Cellular reduced its churn from 3 percent to 2 percent with immense positive
impact on its bottom line after deploying the churn management solution SAS. Today,
they can predict with 80 percent confidence, which customer will churn. Internationally
they have reached accuracy levels of 90-95 percent. But customer variables keep
changing. Hence the solution has to be continuously fine-tuned to improve accuracy. SAS
offers a total end-to-end customer retention solution, which supports the whole process of
managing churn—right from gathering and warehousing data to predictive churn
modeling to reporting and distributing actionable results to decision makers.
The solution enables an operator to gain a better understanding of the variables that
influence customer churn. The solution predicts a customer’s likelihood of cancellation or
switchover by scoring them on a scale of 0 to 1. If a customer scores 0.73 it means there’s
a 73 percent chance of his churning. The lower the score, the more content the customer.
Once the scores are known, it is easy to figure out which customers are likely to switch.
The solution provides the telecom company with a sliced and diced view of the customer
base, thereby empowering it to treat each customer differently as per needs. The customer
attributes typically considered in a churn analysis can be broadly categorised into
customer demographics, contractual data, technical quality data, billing and usage data
and events-type data. But the most commonly used historic variables include the time a
customer spends on air, the number of calls he makes and the revenue generated from
that customer.
The predictive information becomes crucial as it gives the service provider a window to
proactively fix the glitches in service and contain churn, thereby improving bottom lines.
The solution also helps identify cross-sell and up-sell opportunities, which can have a
further positive impact on the operator’s bottom line. Once they have identified the
customers who are likely to churn they can take immediate measures to retain at least 85
percent of them.

POSTPAID CHURN SOLUTIONS THAT WORK

 Optimizing subscriber acquisition costs

 Managing retention costs healthily

 How do you keep your customers with an effective pricing dimension?

 Matching the right customer profile with the right marketing bundle creatively

 Learning points from past campaigns

EFFECTIVE CHURN MANAGEMENT AND PERFORMANCE

MEASUREMENT FRAMEWORK

 Exploiting historical churn data and optimizing the churn prediction

 Structuring a strong churn management framework

Measuring the effectiveness of your churn management strategy in terms of:

 Methodology

 Results

MINIMISING CHURN & BUILDING CUSTOMER PROFITABILITY

POSTPAID CHURN SOLUTIONS THAT WORK

 Optimizing subscriber acquisition costs

 Managing retention costs healthily

 How do you keep your customers with an effective pricing dimension?

 Matching the right customer profile with the right marketing bundle creatively

 Learning points from past campaigns

COMPREHENSIVE APPROACH TO CHURN CONTROL IN HIGH GROWTH
AND COMPETITIVE MARKETS

 Acquiring quality customers

 Using new customer induction and expectation management as a retention tool

 Managing monthly payment cycles to minimize defaults

 Engaging channels to expand your reach for your retention programs

 Customer retention

 Revenue stimulation

 Direct customer communication

All these enhancements successfully changed the customer retention paradigm from a
reactive to a proactive one resulting in a continuous decline in postpaid churn over last
year leading to an all time low churn.

BEST WAYS TO PREVENT THESE HIGH RATES OF CUSTOMER CHURN

 Effective customer service could be a deterrent to churn.

 Branding and service differentiators also help in taking customers away from
competitors.

 Proper operational and analytical CRM tools in place that would help segment and
analyze customer behaviors and predict their propensity to churn.

 It is necessary to proactively strategies and service customers so as to retain the high

value ones.
For Airtel , Analytical customer retention solutions would help identify the high-, mid-
and low-value customers and the valuable ones who are most likely to cancel services,
and their reasons for doing so. They would also help in better campaign targeting and a
more focused strategy. The multidimensional data base (MDDB) that Airtel has, let
internal sales and marketing groups research customer information from their desktops.
CUSTOMER ACQUISITION

STEPS

 Identification of potential customers

 Influence the target customer buying behavior

 Customer acquisition

STRATEGIES
Introduction of a new tariff plan with different slots like leisure lifestyle, executive and
premium for postpaid customers. Airtel also offers different tariff plans to different
segments like students, professionals, etc.
Airtel has also implemented an e-CRM platform to create a central database of customer
information, to enable pan-India access and service delivery.

OTHER MEANS
Airtel has introduced a plethora of value-added services to increase customer ‘stickiness’.
The common services offered by the operator include SMS, group messaging, voice mail,
caller line identification, Hello tunes, GPRS and even multimedia messaging. Other than
this, different service providers have introduced unique services for certain segments of
customers, depending on their usage patterns.
Operators have also introduced closed user group (CUG) services for corporates that
want to provide employees with cell phones but also want to restrict their usage.
Operators even offer special pricing for calls made within a limited group.
Though m-commerce hasn’t taken off as expected, certain banks offer mobile banking
services like balance enquiry, cheque book requisition, bank statements, etc, free of cost.

CUSTOMER DEFECTION
Customer-focused marketing technology is developing rapidly: The term “customer
database” is outdated. It has been found that companies, which reduced customer
defections by 5 per cent, could boost profits from 25 per cent to 85 per cent.
Today, the consumers are smarter and they expect more. As the general population
becomes better educated, consumers approach purchase decisions with greater scrutiny,
and they have access to more data for comparison purchasing.
The Internet has led to disloyalty: The Internet as a distribution channel for product
sales and information has caused many consumers to change buying habits and methods.
Researchers report record-low consumer loyalty in the Internet environment.
Price-based switching: the customers prefer those services or products which are offered
to them at much competitive prices. Hence it has become very essential for the
companies to stop the consumers from switching.
The global market introduces new competitors: As the global economy opens, our
companies are seeing increased competition, and many sectors are facing foreign
competition for the first time.
6 TYPES OF DEFECTORS

 Price defectors, who switch to a low-priced competitor

 Product defectors, who defect to a superior product offered by a competitor

 Service defectors, who leave due to poor service

 Market defectors, who are lost but not to any other business - they may go out of
business or to another market

 Technological defectors, who switch to products offered by companies outside the

industry,

 Organizational defectors, who switch due to internal or external politics.

Analyzing complaint and service data is a good method to identify problems and
understand why customers defect. Analysis should be statistical and should be fairly
detailed in order to understand the underlying patterns of the problems.
Strategic bundling is another way of erecting a barrier against defections that can lead to
enhanced customer retention. A bundle is a group of products or services offered as a
single cost saving and convenient package. A customer who opts for a bundle will not
switch to a competitor even if he is offered a better deal on a single item of the bundle.
Usage analysis is a method that can be effectively used to help in customer retention.
Segmenting markets by consumption can provide valuable insights into the mix of
customers. Heavy users are more valuable than the medium or light ones and appropriate
marketing strategies have to be devised to retain them. Similarly in the business context,
we find the Pareto Principle or the 80/20 rule in operation. Key accounts that comprise
about 20 per cent of the business customers are responsible for about 80 per cent of the
sales generated. Such heavy and key users are prone to poaching by competitors. Hence it
is important to concentrate advertising, promotion, sales and communication efforts on
this segment. Medium customers should be targeted with revenue enhancement strategies
through phone calls and e-mails. The light or unprofitable customers should be served in
new ways to upgrade them. In some cases, the unprofitable customers might also have to
be ignored.
The strategies for retaining customers are a function of the nature of the product, the
stage of the product life cycle, and the buying behaviour of the customers.
Customer value affects customer satisfaction, which in turn affects loyalty. Customer
loyalty affects customer retention. Loyalty of the customer increases with customer
satisfaction at an increasing rate. Segmentation of customers should be done by
satisfaction levels, prior to the strategizing of retention activities.
Airtel is also trying to prevent its customers to its competitors such as: Hutch and Idea.
The company is establishing a strong CRM system.
CUSTOMER RETENTION
Airtel maintains its leadership with its effective churn controls in India.
Gaining new customers is good news for any company; the flip side is the loss of
customers—or churn, in industry parlance. So mobile players are putting churn
management systems in place, which can almost accurately predict the behaviour of
fickle customers. Churn is a widely-recognized problem today for most mobile
telecommunications providers. In simple terms churn refers to customers canceling their
existing contract only to embark on a relationship with a competing mobile service
provider.
The cost of acquiring a new customer is more than five times that of retaining an existing
customer. Hence it is advisable for any company to try to reduce the churn rate of its
company.
The churn rate of Airtel is about 2% which is at parlance with the industry figure. But if
you calculate a churn of 2 percent a month, an operator is losing 24 percent of its
customers every year. Whatever the numbers, the fact remains that the telecom industry’s
bottom line is getting affected significantly thanks to the high churn rate.
Optimizing the Level of Customer Retention Costs (CRC) To Increase Customer
Lifetime Value:

 Defining customer life time value

 Establishing a customer life cycle perspective

 Assessing proven methods to apply customer lifetime value to define customer CRC

 Ascertaining how to make CRC an investment in the future customer value

CUSTOMER COMPLAINTS
When the customer pays for a product or service, it is assumed that the product will work
correctly or that the service received is as promised. Ideally, the customer will be
satisfied, and there will be no complaints. But at times, the customer is not satisfied with
the services since the expectations do not meet with the results, this causes customer
complaints.
Airtel has toll free numbers for handling customer complaints. A separate division is
meant for customer care, where, the customer care executives are present to handle any
type of customer complaint. These customer care executives are specially trained for the
same purpose.

TYPES OF CUSTOMER COMPLAINTS

 Letters

 Spoken Word to Employees

 Phone Calls

 Email

NEED TO LISTEN TO CUSTOMER COMPLAINTS

 Development

 Loyalty

 Lost Customers

 Employees

 How to Solve Customer Complaints

 Listen

 Always Offer a Solution

ENCOURAGE CUSTOMER COMPLAINTS

 Open Details

 Friendly Staff

 Comment Slips

DO NOT FORGET
No matter how bad a problem is, no employee should be subjected to any personal insults
or threats from a complaining customer.
Encourage complaints rather than silence, but customers must not be allowed to threaten
your employees in any way.

INDICES
The ultimate indication of success of a CRM initiative is the change in attitude and
behavior that an organization exhibits toward its customers. To determine if the initiative
is successful is to independently develop an index and monitor the progress. A Customer
Loyalty and Velocity Index (Customer Love) has been done. The index's intention is to
determine if the CRM initiative is successful from a quantitative view. Components of
the index are:

MARKETING

 Response rate to marketing promotion

 Sales leads generated by promotion

 Conversion rate of responses

 Effectiveness and cost of channels (web, TV, radio)

 Product offerings (customer interest)

 Sales by product offering

 Market share

 Product positioning

 ROI on marketing expenditures

SALES

 Customer turnover (rate of new customers to departing customers and the active
customer base size)

 Customer acquisition costs

 Average order frequency and size

 Revenue per rep ratio

 Sales profits per customer and per contract or deal

 Win rate

 Number of completed sales calls per rep

 Number of sales calls within a selling cycle

CUSTOMER SERVICE

 Average speed of answer

 Percentage of abandoned calls

 Frequency of all trunks busy

 First contact resolution

 Number of training days per customer service representative

 Average cost per customer service employee

CRM BUSINESS STRATEGY

In fact, Airtel has seen that CRM actually represents a business strategy that involves
focusing knowledge, business processes and organizational structures around customers
and prospect for the whole organization. Surrounding this business strategy is an
information technology infrastructure consisting of data warehouses, decision engines
and integrated middleware for touch points/channels in order to better understand
customer behaviour and respond in a timely and relevant manner.

Today’s consumers’ can no longer be treated as a “homogenous collection of revenue

generating unitsӠ, but rather as individuals whose specific wants and needs determine
unique behavior (buying patterns, channel usage, etc.).
 CONCLUSION
One of the greatest experiences of our lives has been the compilation of this project. It
has helped us to gain a new clear insight into corporate world. It has also helped us
incorporating whatever theoretical and practical Knowledge we had gained into its aspect
the study was on “Customer relationship management for Bharti Airtel Limited”. The
findings of that study were that Airtel has a good brand image among those who are
aware of it. On the basis of the study several recommendations and promotional strategies
have been suggested. Hopefully the study will help Airtel to gain as much as it did to us.

MY EXPERIENCE ON BHARTI AIRTEL PROJECT

It was a wonderful experience for while I was making my project on one of the top
leading telecommunication company in India that is Bharti Airtel. I wanted to make a
project on telecommunication sector so that I can gain some knowledge about this sector.
I selected “Customer Relationship Management” as my topic because the main job of
Airtel is to provide service. As it is a service sector company. So, if they will not provide
good service to their customers, they will not succeed.
So, when I started my project, I first gathered information about Customer Relationship
Management from various books, magazines, journals, websites, etc which I have
mentioned in the Bibliography part and then I gathered information about Airtel from the
website of Airtel that is www.airtel.in. After gathering all this information I arranged all
the information properly and then I made a report on the information gathered. After that,
I went to the Airtel office which is located in okhla. I went there and told at the reception,
that I am making a project on Airtel on the topic Customer Relationship Management and
I want some assistance from you. They fully cooperated with me and they provided me
with some essential data. Then I prepared a questionnaire on the data provided by them
and I also made an analysis on the questionnaire which I prepared. They also gave me
data on Airtel Customer Relationship Management (CRM) model, Customer Relationship
Management (CRM) business strategy and little other information which has mentioned
in the project. I really enjoyed making this project and it was an overall great experience
for me.
 BIBLIOGRAPHY

Books:
1. CRM Automation by Barton. J. Goldenberg
2. CRM Handbook: A Business Guide to Customer Relationship Management by Jill
Dyche
3. Essential Guide to Knowledge Management, the e-Business and CRM Application by
Amrit Tiwana
4. Accelerating Customer Relationships: Using CRM and Relationship Techniques by
Ronald S. Swift
5. Essentials of CRM by Bryan Bergeron
6. Customer Relationship Management Technology by Dr. Jon Anton
7. A practical guide to CRM Building More Profitable Customer Relationships, by Janice
Reynolds

Magazines:
1. Destination CRM
2. Customer Contact World Magazine
3. Customer Interface
4. Customer Inter@ction Solutions Magazine

Journals:
1. Interactive Marketing Journal
2. Ivy Business Journal November/December 2002

Websites:
1. www.crmdaily.com
2. www.realmarket.com
3. www.crm2day.com
 APPENDICES
Questionnaire

Name____________________________________________
Age______________________________________________
Occupation______________________________________

1).What types of services customers want?

Service....  Airtel Leisure.... AirTel Business.... AirTel Standard....

2).How would you rate Air Tel’s network in your area? - Rating
Excellent…. Good….Needs improvement….

3). How knowledgeable is company’s customer service people? – Rating

Excellent….VeryGood…So-So….Dis-satisfied…Strongly
Dissatisfied….

4).When phoning at the customer care department how quickly is the call transferred to
the customer care executives?
Immediately….Within few minutes (2-3min)…. Takes Time….

5).How responsive are the customer care executives in returning the phone calls.
Excellent….VeryGood….So-So….Dis-satisfied…Strongly Dissatisfied….

6).Dealer’s overall rating to the customer care department.

Excellent….VeryGood….So-So….Dis-satisfied…Strongly Dissatisfied….

7)Dealer’s rating to the usefulness of sales representatives visits to them.

Excellent….VeryGood….So-So….Dis-satisfied…Strongly Dissatisfied….

8).Dealers rating of the schemes provided by the company for them.

Excellent….VeryGood….So-So….Dis-satisfied…Strongly Dissatisfied….

9).Dealer’s satisfaction with the margins or cut-off provided by the company.

Excellent….VeryGood….So-So….Dis-satisfied…Strongly Dissatisfied….

10).Classification of dealers according to the number of activation’s (average) made in a

month.
No. of activations 0-10…. 10-20….

2
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3
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11).Time within which dealers inform the franchisees about the receipt of activation
forms.
Less than 1 hour… 1-2 hrs….  greater than 2 hrs….

12).a) Passing of activation forms (C.A.F.) to the Franchisees for activation.

Percentage of collection by the
franchisee.
0-10%
20-40%
40-60%
60-80%
80-100%

(b) Percentage time’s dealers send the C.A.F. to the franchisees.

Percentage times C.A.F. delivered
by the dealers
0-20%
20-40%
40-60%
60-80%
80-100%

(c) Dealers intimate on phone to the franchisee and activations are made (C.A.F. is sent
later on)
Percentage times during a
month
0%
0-5%
20-75%
> 75%

13) Time within which a customer is activated by the franchisee after the receipt of
C.A.F.
Time
Within 2 hours
2-4 hours
4-6 hours
More than 6 hours

14)Dealer’s satisfaction for the time taken by the franchisees.

YesNo

15)Possible reasons for the delay in activation by the franchisees?

System Down High work load 

16)Dealer’s overall level of satisfaction with the company’s services.

Excellent….VeryGood….So-So….Dis-satisfied…Strongly Dissatisfied….

17)Is it feasible that activations are made directly from the dealer’s office instead of
franchisees by setting the required computer network?
yes No

18).In case of cheque payment do dealers wait for the clearance of cheque before passing
on the activation form to the franchise?
AlwaysGenerallyNeve
r

19).Best/Distinctive features of the company?

Brand Image 
Promotional Strategy
Excellent Service 
Strong Network 

20) Problems faced by the dealers.

No dealer recognition 
Promotional strategy 
Service 
Fluctuating Margins 
No response 

We appreciate your suggestions:-

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_________________________________________________________________

(THANK YOU FOR PARTICIPATING IN OUR SURVEY)