Effectieness of CRM at Airtel
Transcript of Effectieness of CRM 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
Figure 22: Rating of Airtel Services
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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
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 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
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
met with a great deal of distaste in the mouths of the business
world.
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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.
2.3 EVOLUTION OF RELATIONSHIP MARKETING
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PRODUCT FOCUS
CUSTOMER FOCUS
FULL CUSTOMER FOCUS
FULL RELATIONSHIP
MARKETING
ENTERPRISE RELATIONSHIP
MARKETING
Competition Forces
Sharper Marketing
Recognition that database and
Contact lack coordination
Database integrated internally and externally
Enterprise boundaries blur, New digital
products and Services 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.
Stage 2: Customer Focus
The high profits earned now attract competition, so several other
companies begin offering a similar product or service. Competition
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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.
Stage 5: Enterprise Relationship Management
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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
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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Logistics Operations
Information Systems
Information Systems
SupplierCustomer
R & D Marketing
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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Logistics Operations
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
customer support is one of five primary determinants of loyalty. The
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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.
The net result is higher sales, happier customers and a much
improved bottom line. The reduction in costs due to improved
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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
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
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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
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
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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
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
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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.
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
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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
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.
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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.
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
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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
position. Companies need to address four broad issues: what is our
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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
technology architecture. This involves the selection of vendors and
partners based on issues of customization capability and other
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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.
Only after these goals have been achieved should the initiative be
spread across the enterprise.
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• 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 ForceAutomation
Customer Service/CallCenter Management
MarketingAutomation
Call center telephone sales
Call centersmanaging aspects
of customer contactCampaign
management
E-commerce
Field salesWeb-basedself service
Contentmanagement
Retail
Third-party brokers, Data analysis
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distributors, agentsField servicesand dispatch
and businessintelligence 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;
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;
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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.
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
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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.
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.
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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.
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.
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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
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.
41
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-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
42
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
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.
43
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
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.
44
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.
45
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.
First to expand it's network with the installation of second mobile
switching center in April, 1997 and the first in Delhi to introduce
47
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.
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.
48
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
• Unified Messaging Solutions
3.5 BHARTI VALUES
Innoventuring
• We will generate and implement entrepreneurial and innovative
ideas, which will continuously create new growth engines.
49
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.
Valuing People
• We nurture an environment where people are respected and their
uniqueness is valued. We believe that people are our key
differentiators.
50
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!
“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.”
51
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.
The customers are divided into different segments on the basis
of the amount of billing received from them.
53
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.
Retention- This department takes care of the churn and
takes special care to retain the existing customers.
54
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
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
55
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
56
4.2 ANALYSIS OF CUSTOMER SURVEYS
Q1. Airtel gives you prompt services.
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.
57
Q2. Employees at Airtel are always willing to help you.
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.
58
Q3. Your queries and complaints are handled immediately by
the Customer Care Department.
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
can say that Airtel people are responsive enough and make attempts
to handle the complaints on time.
59
Q4. Airtel provides its services at the time it promises to do
so
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.
60
Q5. Airtel keeps its customers informed about all its services
and how they will be delivered.
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
Airtel makes people aware of all its services from time to time by
means of giving them regular calls also.
61
Q 6. When you have a problem, the company shows a sincere
interest in solving it.
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
the company is highly responsive and empathetic towards its
customers
Q.7 Airtel gives you individual attention.
62
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 individual
attention or are not aware of it. But, nobody wanted to disagree on
this aspect.
63
Q 8. The employees at Airtel understand your individual
needs and offer flexibility in the services as per your
requirements.
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
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.
64
Q9. The web site of Airtel is interactive and user-friendly
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.
65
Q 10. Airtel uses the latest technology in its services.
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.
Only a small 4% of people disagreed, probably because they feel
Airtel should be using some other technology.
66
Q 11. You feel that the employees at Airtel are courteous
with you.
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 the
people disagree with it. The reason could be some kind of bad
experiences that they had with the employees.
67
Q12. Employees at Airtel have the knowledge to answer your
questions.
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
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.
68
Q13. Airtel takes care of the confidentiality and the privacy
of its customers.
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
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.
69
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.
Figure: 18: Service quality of Airtel
70
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
72
Q 15. How would you rate Airtel on a scale of 1-5 on the following parameters.
1. Instant connectivity.
2. Clarity Of Voice.
3. Network Coverage
4. Activation
5. Billing
6. Latest Schemes and offers.
7. Behaviour of employees.
8. Value added services
Figure: 22: Rating for Airtel’s service
Analysis:
73
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.
Q 16. If given a choice, would you like to switch over to some
other cellular service.
74
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.
75
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.
77
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.
79
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
www.adaptcrm.com
81
www.crmcommunity.com
www.crmguru.com
ANNEXURE
AIRTEL CONNECTS
QUESTIONNAIRE-1-
QUESTIONNAIRE –2-
82
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 NameAddress Tel# Fax# Contact Mobile No. E-mail
A S Communications F-3/18(Near Ashok Nursing Home),
Krishna nagar,Delhi
244945024494512449452
2449450 Mr. Anil Gupta 9810112332 [email protected]
Hiline-F 5-R/1B K Chowk
Near Times Bank Nit Faridabad
91-5426333 91-5426333
Jitender bhalla 98100186439810018601
Doodle Powel A-1/9 Mohan Palace,
New Arya Nagar, Meerut RoadGhaziabad
91-473679891-473510591-4732171
91-4736798
Anil Ji Garg 9810020872 doodlepowel@mantraon
line.com
83
Cellpage Communications Shop no. 1 Sikanderpur Market,Gurgaon-Mehrauli Road
Gurgaon
91-635706791-6364057
6224608 Rajesh Chabra
Naveen Dua
981002084898102590599810048495
Airphone Comm. (C) Ltd. 37, North-West Avenue
Punjabi Bagh Club Road,Punjabi Bagh
New delhi
51583895164008
5150088 Soami bhatia 9810020902 [email protected]
Challanger Computers Ltd. 23 B,Pusa road New delhi
5823670/1/2 5823672 Sunil Gupta Manoj Gupta
9810118001
9810081292
Hitech Cellular & Paging Services
Ltd-k
UA-28 Jawahar Nagar, Bunglow Road,Kamla Nagar,
New Delhi
2946224 / 7 5799032 S K Kaul 9810069777 sumant_kaul@hotmail.
com
Sheebatel C-7, Jail Road,New Delhi
51412355140297
Manpreet Singh Baweja
9810022629 [email protected]
Aurotel Communications (P) Ltd
Shop no. 5, M B D A V Bldg.
Yusuf SaraiNew delhi-16
685242468523276851964
6851965 Sumesh Sekhri
9810011119aurotel@mantraonli
ne.com
Cell ComA-20,
Lajpat nagar II New delhi-24
691775063211226321133
6917751 Vinod Chopra 9810059949cellcom12@hotmail.
com
84
Vidur & Co.S-5,
Greater kailash-I New delhi-48
64334716433472 6433473
6433471Madhur Madhav 9810050965
Cell-Sell20-A Basant lok,
Vasant viharNew delhi-57
61439596143969 6143959 Mrs. Sobti 9810043173
North West Communication22 Kapil Vihar
PitampuraNew Delhi
71827927182564
Ashok JainK P Jain
98101803469810046034
P V InternationalM-5
Connaught PlaceNew Delhi - 110 001
375248137524803752483
Vivek Nanda 9810188708
Air Communication
A-13, Vishal EnclaveRajouri Garden
New Delhi
51793945179494
5179494 Balram Garg 98100694939810293940
Cellent N- 5 Bajrang House, South Ext – 1, New Delhi
Sameer GogiaDarpan Gogia
98101105109810010510
Hiline-NSavitri Market,G-26 Sector 18
Noida
91-459142791-4514344 Sumeet Bhalla 9810018607
85
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
Disagree Can’t Say Agree Strongly 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.
Q9. The Web-Site of Airtel is interactive and user-friendly.
86
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.
11. Network Coverage
12. Activation
87
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
88
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) ……………………
89
(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…………………………….
90
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?
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
………………………………………………………………
91
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
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13. Do you offer any kind of Guarantee to your customers?
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14. Do you have a complaint handling system for customers? If yes,
what is the response time of handling these complaints?
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15. Is there any suitable compensation made for any kind of bad
experiences of the customers?
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16. Are there any efforts made to recover the lost customers? How?
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17. Do you incorporate the suggestions or feedback given by
customers? State any such instance wherein you have done this.
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18. Is there a concept of customization in your service offerings?
What flexibility is offered to accommodate personal preferences?
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19.Is there any special training given to your employees for
interacting with customers? What kind of training is it?
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20. What is your customer turnover rate?
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