1. Building Blocks & KPIs for Operational Excellence
What isOperational excellence? Operational Excellence isdeliveringthe definedobjectives, consistently
and at the most optimal cost. Forus, followingthree elementsformthe DNA of operational excellence.
A) Determiningthe Service Strategy
- Definingwhatkindof service we wishourcustomers toexperience (i.eDeterminingservice
blueprint)
- Definingintegratedpolicies,process,empowerment, service accesspoints etc. capable of
deliveringdesiredlevel of efficiencyandexperience.
Headsup on Aircel Service Strategy:
a) ‘StratifiedService Experience’covering
- QuickNeedfulfillmentforMassCustomers
- Efficientservice deliveryforValue Customers
- RelationshipManagementwithPremium Customers
b) Multi-channel Service support:-
- RetailersasL1 supportfor Rural Customers(Retailization)
- Call CenterSupportforUrban / Semi Rural
- Digital Service Supportincl.SupportoverSocial NetworkforNextGenCustomers
- RelationshipManagersforCorporate /HNI
B) MutuallyBeneficial PartnershipManagement – Today almost90% of operations are managed
throughour partners’ resourcesthusitisextremelyessentialtomaintain mutuallyprofitablepartner
relationship to achievebusinessobjectives,thisrequires:
- identifyingandappointing ‘rightpartners’withdesiredblendof expertise andefficiency
- Creatinga businessmodal whichcankeeppartnersintent alignedtobusinessobjectives
(deliveringsharedobjective)
- Empoweringandsupportingpartners toenhance business efficiency andtheirprofitability
(enable todelivermore withless)
Headsup on Aircel Initiatives:
- EfficientReward&Penaltymatrix forPartners.
- EnablingpartnersthroughFocusedTraining&DevelopmentPrograms forpartnerresources,
Advanced TechnologySupport &Platformdeployment etc.
- Internal businessprocessalignmenttocreate efficientback-endsupportforpartners
C) BuildingService Culture:Customerdemandsoureverchangingandmarkets will alwaysbe dynamic.
Thus inorderto create an environmentwhichisalways ‘up-n-ready’ forchangesandinnovation,itis
critical to nurture a service culture (Customerism) asaDNA acrossthe organization.Thisneedsenabling
- ListeningOrganization:Continuouslylisteningtothe Voice of the Customer

2. - BeingResponsive:Todesignaculture thatisresponsive tocustomerfeedback inshortest
possible time.
- Cross-vertical/inter-functional processsynchronization
Headsup on Aircel Initiatives:
- At Aircel CustomerService isnota functionbuta culture.Forus CSD doesnotstand for
CustomerService Department,itratherstandsforCare.Serve.Delight.
- We listenbeyondComplaints-we committoreduce everyinconvenience ‘referredas
UndesiredInstances’and notjustthe mattersescalatedascomplaints.
- Our CustomerFirstProgram encourageseveryemployee especially leadershipteam to
interactwith customers/retailereverymonthtolisten&capture customerfeedback
- We committo be responsive towardcustomerfeedback andresolvingissues throughour
formal inter-functionalreviewscalledC.F.R.C(CustomerFeedbackReview Committee)held
at circlesand L.I.F.E.(LetsImprove ForEver) forum at corporate.