Airtel developed a customer relationship model based on its global CRM project experiences. The model shows that strengthening customer relationships through relationship-building tactics leads to strong customer loyalty, profitability, and retention over time. Airtel measures these relationship-building tactics and outcomes continuously to ensure its business case requirements are achieved.
Airtel implemented an Oracle CRM system to centralize its customer relationship management processes across India. This was done to improve customer service and retention as the company was facing issues with a decentralized, manual system. The implementation involved restructuring processes, integrating different systems, overcoming technical challenges, and training employees. Since rolling out CRM, Airtel has seen benefits like increased first contact resolution, customized offers, and a consistent customer experience nationwide. It aims to further enhance CRM through e-commerce initiatives and analytics to maximize customer lifetime value.
- Bharti Airtel Limited is a leading global telecommunications company operating in 20 countries across Asia and Africa, headquartered in New Delhi.
- Airtel faced problems with manual customer support processes, inability to provide consistent customer experiences, no centralized billing management, and low customer retention and service quality.
- To address these issues, Airtel implemented Oracle's E-Business CRM suite to establish a centralized customer relationship management system.
Bharti Airtel implemented a customer relationship management (CRM) system to address issues with their growing customer base including low customer retention and resolution rates. Their three step program involved evaluating technology and processes, restructuring internally, and piloting the new CRM system. The CRM system provided personalized customer service, enabled cross-selling and upselling, increased first time resolution rates to over 90%, and reduced acquisition costs, resulting in improved customer satisfaction and savings. Airtel is now expanding their CRM system through e-CRM initiatives with IBM to provide more online services.
Crm strategies & tools vodafone and airtelsarthak omer
Airtel and Vodafone are two major telecom companies in India that utilize CRM strategies and tools. Airtel was established in 1985 and provides mobile, telemedia, enterprise, and digital TV services. It uses an I-CRM platform to better serve customers anywhere and anytime by facilitating knowledge sharing and integrating with its billing system. Vodafone is a large global telecom company that aims to improve customer service, reporting, and cross-selling of products through its CRM solutions. Both companies recognize the importance of building customer loyalty and retention through effective CRM strategies and customer-focused advertising.
ollaborative CRM is an approach to customer relationship management (CRM) in which the various departments of a company, such as sales, technical support, and marketing, share any information they collect from interactions with customers. For example, customer feedback gathered from a technical support session could inform marketing staff about products and services that might be of interest to the customer. The purpose of collaboration is to improve the quality of customer service, and, as a result, increase customer satisfaction and loyalty.
The interaction of all persons that are involved in the process. The collaboration can be within the company and of course across organizational boundaries.
Integration focuses on the links between software and interfaces.
The document summarizes the evolution of the telecom industry in India from 1992 to 2007. It traces the key developments including the establishment of the regulatory body TRAI in 1997, the introduction of private players in value-added services in 1994, the migration to a low-cost revenue sharing licensing regime through the NTP-99, and policies promoting rural connectivity and broadband. It also provides an overview of Bharti Airtel as India's largest mobile operator with 25% market share and its focus on innovation, segmentation, customer retention, and operational improvements through partnerships. Major challenges discussed are competition, building scale and capabilities, and managing disruption from policies like mobile number portability.
Strategic Analysis of Airtel Limited in Indian Telecom Sectorrajinderpal_12
The whole presentation depicts the Strategic Analysis of Airtel Limited in Indian Telecom sector. Here we talk about gradual evolution of Indian Telecom sector and growth of Airtel against its competitor. It also covers the internal value analysis of Airtel - Resource Based View.
It is really informative for anyone interested to know about Airtel and Indian Telecom sector.
Thanks
Rajinder
A STUDY ON CUSTOMERS SATISFACTION OF BARTI AIRTEL TELECOMMUNICATION IN TIRUPU...saravana vel.k
This document provides a literature review on customer satisfaction studies related to the telecommunications industry. It discusses several past studies that have found a direct relationship between increasing customer satisfaction and improved profits, market share, positive recommendations and lower marketing costs for companies. The review also summarizes various past studies that have analyzed customer satisfaction and perceptions of services from telecom providers in India such as BSNL, analyzing factors like promotional strategies, service quality and meeting customer expectations.
Airtel implemented an Oracle CRM system to centralize its customer relationship management processes across India. This was done to improve customer service and retention as the company was facing issues with a decentralized, manual system. The implementation involved restructuring processes, integrating different systems, overcoming technical challenges, and training employees. Since rolling out CRM, Airtel has seen benefits like increased first contact resolution, customized offers, and a consistent customer experience nationwide. It aims to further enhance CRM through e-commerce initiatives and analytics to maximize customer lifetime value.
- Bharti Airtel Limited is a leading global telecommunications company operating in 20 countries across Asia and Africa, headquartered in New Delhi.
- Airtel faced problems with manual customer support processes, inability to provide consistent customer experiences, no centralized billing management, and low customer retention and service quality.
- To address these issues, Airtel implemented Oracle's E-Business CRM suite to establish a centralized customer relationship management system.
Bharti Airtel implemented a customer relationship management (CRM) system to address issues with their growing customer base including low customer retention and resolution rates. Their three step program involved evaluating technology and processes, restructuring internally, and piloting the new CRM system. The CRM system provided personalized customer service, enabled cross-selling and upselling, increased first time resolution rates to over 90%, and reduced acquisition costs, resulting in improved customer satisfaction and savings. Airtel is now expanding their CRM system through e-CRM initiatives with IBM to provide more online services.
Crm strategies & tools vodafone and airtelsarthak omer
Airtel and Vodafone are two major telecom companies in India that utilize CRM strategies and tools. Airtel was established in 1985 and provides mobile, telemedia, enterprise, and digital TV services. It uses an I-CRM platform to better serve customers anywhere and anytime by facilitating knowledge sharing and integrating with its billing system. Vodafone is a large global telecom company that aims to improve customer service, reporting, and cross-selling of products through its CRM solutions. Both companies recognize the importance of building customer loyalty and retention through effective CRM strategies and customer-focused advertising.
ollaborative CRM is an approach to customer relationship management (CRM) in which the various departments of a company, such as sales, technical support, and marketing, share any information they collect from interactions with customers. For example, customer feedback gathered from a technical support session could inform marketing staff about products and services that might be of interest to the customer. The purpose of collaboration is to improve the quality of customer service, and, as a result, increase customer satisfaction and loyalty.
The interaction of all persons that are involved in the process. The collaboration can be within the company and of course across organizational boundaries.
Integration focuses on the links between software and interfaces.
The document summarizes the evolution of the telecom industry in India from 1992 to 2007. It traces the key developments including the establishment of the regulatory body TRAI in 1997, the introduction of private players in value-added services in 1994, the migration to a low-cost revenue sharing licensing regime through the NTP-99, and policies promoting rural connectivity and broadband. It also provides an overview of Bharti Airtel as India's largest mobile operator with 25% market share and its focus on innovation, segmentation, customer retention, and operational improvements through partnerships. Major challenges discussed are competition, building scale and capabilities, and managing disruption from policies like mobile number portability.
Strategic Analysis of Airtel Limited in Indian Telecom Sectorrajinderpal_12
The whole presentation depicts the Strategic Analysis of Airtel Limited in Indian Telecom sector. Here we talk about gradual evolution of Indian Telecom sector and growth of Airtel against its competitor. It also covers the internal value analysis of Airtel - Resource Based View.
It is really informative for anyone interested to know about Airtel and Indian Telecom sector.
Thanks
Rajinder
A STUDY ON CUSTOMERS SATISFACTION OF BARTI AIRTEL TELECOMMUNICATION IN TIRUPU...saravana vel.k
This document provides a literature review on customer satisfaction studies related to the telecommunications industry. It discusses several past studies that have found a direct relationship between increasing customer satisfaction and improved profits, market share, positive recommendations and lower marketing costs for companies. The review also summarizes various past studies that have analyzed customer satisfaction and perceptions of services from telecom providers in India such as BSNL, analyzing factors like promotional strategies, service quality and meeting customer expectations.
This document provides a summary of the history of Bharti Airtel Limited, an Indian telecommunications company. It outlines key events from 1995 when Bharti Tele-Ventures was incorporated through 2011. Some highlights include Bharti launching cellular services under the Airtel brand in Delhi in 1995. Over the years, the company expanded services and operations across India through acquisitions and partnerships. It became the first private operator to provide fixed-line services in 1998. The company has grown to operate in 20 countries across regions and provide 2G, 3G, and plans to launch 4G services in India.
The document discusses options for implementing an ERP system for a company that provides electrical and civil services. Three options are considered: implementing ERP on-premise through Bluechip corporation, implementing ERP on-premise through Codeautomations, or implementing ERP on the cloud through Codeautomations. Bluechip's on-premise quote is over budget. Codeautomations' cloud option has the lowest initial cost but higher ongoing costs than their on-premise option. While the cloud option is cheapest initially, the on-premise option through Codeautomations has the lowest total cost over 5 years. However, organizational acceptance and risk of failure also need consideration.
The document describes the order to cash process for a telecom company. It involves creating a commercial order for a customer by selecting their product and validating the order. The commercial order is then decomposed into a service order and resource order. Tasks are orchestrated and executed to allocate network resources, workforce, and assign a phone number. The service is then provisioned and the customer is billed.
Mobitel is Sri Lanka's first mobile service provider established in 1993 as a fully owned subsidiary of Sri Lanka Telecom. With over 5 million customers, Mobitel offers a variety of mobile and internet services. The organization utilizes information systems at strategic, tactical, and operational levels for functions like marketing, accounting, and management decision making. Mobitel has implemented ERP, CRM, and other systems to automate processes and improve communication, efficiency, and decision making across the large organization.
The telecommunications sector comprises companies that enable global communication through phones and internet. Airtel is India's largest integrated telecom service provider operating in 20 countries in Asia and Africa. It aims to enrich customer lives through exceptional experiences and its vision is to win customers for life. Airtel offers various prepaid and postpaid plans, value-added services, and enterprise solutions and uses competitive pricing and widespread availability to promote adoption.
This document discusses customer relationship management (CRM) and its key elements and processes. It outlines the main components of CRM as customer knowledge, relationship strategy, communication, individual value proposition, and sales force automation. The core CRM processes include customer acquisition, interaction management, retention, attrition, and defection. It provides details on how each of these processes work and their importance for building and maintaining customer relationships.
This document discusses quality management practices at Bharti Airtel Limited, a leading telecommunications company in India and other countries. It outlines Airtel's focus on customer satisfaction through various quality initiatives, such as customer care, billing systems, partner performance management, supply chain management, and the application of quality tools like Six Sigma. The document also notes some quality issues experienced by Airtel customers and recommendations for improvement.
Vodafone India is one of the largest mobile operators in India, with over 134 million customers as of 2011. While India makes up 36% of Vodafone's global customer base, it contributes only 8% to revenue due to intense price competition in the Indian mobile market. Vodafone Essar (now known as Vodafone India) operates in 23 of India's telecom circles through a joint venture between Vodafone Group (67% stake) and Essar Group (33% stake). It has emerged as one of the major players in India's highly competitive telecom sector.
The document provides an overview of the telecommunications industry and market in India, including key statistics on growth drivers and the major players. It also profiles state-owned telecom company BSNL, outlining their services, market share, competitors, and SWOT analysis. BSNL is the largest provider of fixed telephony in India and fourth largest in mobile, competing with major private operators.
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
Emtel offers competitive call and mobile phone tariffs. They advertise through various means including billboards, events, and video/bus advertisements. Pricing must be competitive while ensuring profit. Price impacts customer satisfaction. Emtel aims to offer the best quality at low prices through discounts and offers. They contribute tax revenue to the government from increased call and message tariffs. Their network covers the whole island.
Airtel finncial analysis & marketing strategyPiyush Gaur
Bharti Airtel Limited is India's largest telecommunications company. It provides cellular services under the Airtel brand in India and internationally. The document provides an overview of Airtel's history, subsidiaries, organizational structure, strategic business units, market share, competitors, and financial and marketing analyses. It examines Airtel's strategies to become the top player in India's competitive telecom market through analyses like Porter's five forces model, BCG matrix, and SWOT analysis.
- Bharti Airtel is an Indian telecommunications company that launched cellular services under the brand Airtel in 1995 in Delhi. It has since expanded across India and internationally.
- Airtel provides mobile services, broadband, fixed line, and enterprise services. It has over 102 million mobile customers and 2.8 million broadband and fixed line customers.
- Airtel is headed by Sunil Bharti Mittal and seeks to be the most admired brand in India through excellent customer service and innovative products.
The document discusses developing a customer relationship management (CRM) strategy. It explains that a CRM strategy states how an organization intends to acquire, develop and retain a valuable customer base. Only 10-15% of companies truly understand the value of their customers. The document provides examples of CRM strategies that segment customers by value and profitability to target retention and acquisition programs. It also stresses that the CRM strategy must be aligned with other business strategies and fit within the overall brand proposition.
This presentation is about the services provided by Airtel for B2B Clients and list of their clients and also about the promotional activity they follow
Customer Relationship Management (CRM) involves managing all aspects of a customer's relationship with a company. It uses technologies like data warehousing, data mining, and online analytical processing to collect and analyze customer data to better understand customer needs and interactions. This allows companies to increase customer retention and find new customers. Major CRM software vendors include Siebel, SAP, Oracle, and Microsoft. While CRM can improve customer service and sales, it also requires significant resources to implement properly.
Tata Motors implemented SAP ERP and Siebel CRM systems to improve information flow between departments, enhance collaboration with dealers, and manage customer relationships. SAP was selected as the ERP package to handle processes from order to delivery. Implementation was done in stages over several SAP versions. Benefits included improved supplier collaboration, knowledge management, and monitoring. Some improvements were not far-reaching. Siebel provided a customer relationship management solution and scalable infrastructure. Over 3,000 users now work with various SAP solutions, claiming the widest SAP functionality of any installation.
The document is a major project report submitted by a student named Narender Singh Bhandari to fulfill requirements for a BBA program. The report examines customer satisfaction towards Airtel. It includes an executive summary that outlines Airtel's business operations and growth factors in India. It also provides details about Airtel's network infrastructure, services, and SWOT analysis. The report aims to understand customer psychology and buying behavior to help Airtel develop marketing strategies.
The document discusses Flipkart's customer-centric approach to management. It summarizes that Flipkart pioneered online retail in India by focusing on reliability, quickness, credibility, variety, and quality. Flipkart excels at customer relationship management through transparent communication, quick issue resolution, and easy return policies to ensure high customer satisfaction. The document also notes that senior management views customer satisfaction as a key driver of long-term business success.
Vodafone is a mobile telecommunications company founded in India in 1994. It was formerly known as Hutchison Essar and began as Max Touch before rebranding as Orange and then Hutch. In 2007, it was rebranded as Vodafone Essar after Vodafone Group acquired a majority stake. Vodafone operates across India with over 113 million customers. The document discusses Vodafone's history, operations, marketing strategies, and how it uses customer relationship management (CRM) to better understand customers and provide tailored solutions to meet their needs.
This document provides a summary of the history of Bharti Airtel Limited, an Indian telecommunications company. It outlines key events from 1995 when Bharti Tele-Ventures was incorporated through 2011. Some highlights include Bharti launching cellular services under the Airtel brand in Delhi in 1995. Over the years, the company expanded services and operations across India through acquisitions and partnerships. It became the first private operator to provide fixed-line services in 1998. The company has grown to operate in 20 countries across regions and provide 2G, 3G, and plans to launch 4G services in India.
The document discusses options for implementing an ERP system for a company that provides electrical and civil services. Three options are considered: implementing ERP on-premise through Bluechip corporation, implementing ERP on-premise through Codeautomations, or implementing ERP on the cloud through Codeautomations. Bluechip's on-premise quote is over budget. Codeautomations' cloud option has the lowest initial cost but higher ongoing costs than their on-premise option. While the cloud option is cheapest initially, the on-premise option through Codeautomations has the lowest total cost over 5 years. However, organizational acceptance and risk of failure also need consideration.
The document describes the order to cash process for a telecom company. It involves creating a commercial order for a customer by selecting their product and validating the order. The commercial order is then decomposed into a service order and resource order. Tasks are orchestrated and executed to allocate network resources, workforce, and assign a phone number. The service is then provisioned and the customer is billed.
Mobitel is Sri Lanka's first mobile service provider established in 1993 as a fully owned subsidiary of Sri Lanka Telecom. With over 5 million customers, Mobitel offers a variety of mobile and internet services. The organization utilizes information systems at strategic, tactical, and operational levels for functions like marketing, accounting, and management decision making. Mobitel has implemented ERP, CRM, and other systems to automate processes and improve communication, efficiency, and decision making across the large organization.
The telecommunications sector comprises companies that enable global communication through phones and internet. Airtel is India's largest integrated telecom service provider operating in 20 countries in Asia and Africa. It aims to enrich customer lives through exceptional experiences and its vision is to win customers for life. Airtel offers various prepaid and postpaid plans, value-added services, and enterprise solutions and uses competitive pricing and widespread availability to promote adoption.
This document discusses customer relationship management (CRM) and its key elements and processes. It outlines the main components of CRM as customer knowledge, relationship strategy, communication, individual value proposition, and sales force automation. The core CRM processes include customer acquisition, interaction management, retention, attrition, and defection. It provides details on how each of these processes work and their importance for building and maintaining customer relationships.
This document discusses quality management practices at Bharti Airtel Limited, a leading telecommunications company in India and other countries. It outlines Airtel's focus on customer satisfaction through various quality initiatives, such as customer care, billing systems, partner performance management, supply chain management, and the application of quality tools like Six Sigma. The document also notes some quality issues experienced by Airtel customers and recommendations for improvement.
Vodafone India is one of the largest mobile operators in India, with over 134 million customers as of 2011. While India makes up 36% of Vodafone's global customer base, it contributes only 8% to revenue due to intense price competition in the Indian mobile market. Vodafone Essar (now known as Vodafone India) operates in 23 of India's telecom circles through a joint venture between Vodafone Group (67% stake) and Essar Group (33% stake). It has emerged as one of the major players in India's highly competitive telecom sector.
The document provides an overview of the telecommunications industry and market in India, including key statistics on growth drivers and the major players. It also profiles state-owned telecom company BSNL, outlining their services, market share, competitors, and SWOT analysis. BSNL is the largest provider of fixed telephony in India and fourth largest in mobile, competing with major private operators.
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
Emtel offers competitive call and mobile phone tariffs. They advertise through various means including billboards, events, and video/bus advertisements. Pricing must be competitive while ensuring profit. Price impacts customer satisfaction. Emtel aims to offer the best quality at low prices through discounts and offers. They contribute tax revenue to the government from increased call and message tariffs. Their network covers the whole island.
Airtel finncial analysis & marketing strategyPiyush Gaur
Bharti Airtel Limited is India's largest telecommunications company. It provides cellular services under the Airtel brand in India and internationally. The document provides an overview of Airtel's history, subsidiaries, organizational structure, strategic business units, market share, competitors, and financial and marketing analyses. It examines Airtel's strategies to become the top player in India's competitive telecom market through analyses like Porter's five forces model, BCG matrix, and SWOT analysis.
- Bharti Airtel is an Indian telecommunications company that launched cellular services under the brand Airtel in 1995 in Delhi. It has since expanded across India and internationally.
- Airtel provides mobile services, broadband, fixed line, and enterprise services. It has over 102 million mobile customers and 2.8 million broadband and fixed line customers.
- Airtel is headed by Sunil Bharti Mittal and seeks to be the most admired brand in India through excellent customer service and innovative products.
The document discusses developing a customer relationship management (CRM) strategy. It explains that a CRM strategy states how an organization intends to acquire, develop and retain a valuable customer base. Only 10-15% of companies truly understand the value of their customers. The document provides examples of CRM strategies that segment customers by value and profitability to target retention and acquisition programs. It also stresses that the CRM strategy must be aligned with other business strategies and fit within the overall brand proposition.
This presentation is about the services provided by Airtel for B2B Clients and list of their clients and also about the promotional activity they follow
Customer Relationship Management (CRM) involves managing all aspects of a customer's relationship with a company. It uses technologies like data warehousing, data mining, and online analytical processing to collect and analyze customer data to better understand customer needs and interactions. This allows companies to increase customer retention and find new customers. Major CRM software vendors include Siebel, SAP, Oracle, and Microsoft. While CRM can improve customer service and sales, it also requires significant resources to implement properly.
Tata Motors implemented SAP ERP and Siebel CRM systems to improve information flow between departments, enhance collaboration with dealers, and manage customer relationships. SAP was selected as the ERP package to handle processes from order to delivery. Implementation was done in stages over several SAP versions. Benefits included improved supplier collaboration, knowledge management, and monitoring. Some improvements were not far-reaching. Siebel provided a customer relationship management solution and scalable infrastructure. Over 3,000 users now work with various SAP solutions, claiming the widest SAP functionality of any installation.
The document is a major project report submitted by a student named Narender Singh Bhandari to fulfill requirements for a BBA program. The report examines customer satisfaction towards Airtel. It includes an executive summary that outlines Airtel's business operations and growth factors in India. It also provides details about Airtel's network infrastructure, services, and SWOT analysis. The report aims to understand customer psychology and buying behavior to help Airtel develop marketing strategies.
The document discusses Flipkart's customer-centric approach to management. It summarizes that Flipkart pioneered online retail in India by focusing on reliability, quickness, credibility, variety, and quality. Flipkart excels at customer relationship management through transparent communication, quick issue resolution, and easy return policies to ensure high customer satisfaction. The document also notes that senior management views customer satisfaction as a key driver of long-term business success.
Vodafone is a mobile telecommunications company founded in India in 1994. It was formerly known as Hutchison Essar and began as Max Touch before rebranding as Orange and then Hutch. In 2007, it was rebranded as Vodafone Essar after Vodafone Group acquired a majority stake. Vodafone operates across India with over 113 million customers. The document discusses Vodafone's history, operations, marketing strategies, and how it uses customer relationship management (CRM) to better understand customers and provide tailored solutions to meet their needs.
This document is a summer training project report submitted by Abdul Sharique to Jamia Hamdard in partial fulfillment of an MBA degree. The report studies General Packet Radio Service (GPRS) and its role as a revenue source for mobile operators in North Bihar, India. It was conducted at Bharti Airtel Ltd under the guidance of Kumar Gaurav. The report includes sections on the research methodology, data collection and analysis, and conclusions regarding GPRS awareness and adoption among Airtel and its competitors' customers in the region.
The document provides an overview of Bharti Airtel, India's largest telecommunications company. It discusses Airtel's establishment in 1985, its structure into four strategic business units, and its position as one of India's leading private providers serving over 66 million customers. It also summarizes Airtel's key business areas, leadership, expansion milestones, and strategic priorities around customer service and innovation.
This document provides an overview of Bharti Airtel, a major telecommunications company in India. It discusses Airtel's position as one of the largest mobile operators globally with over 250 million subscribers in India. The document also summarizes Airtel's organizational structure, vision, financial performance, strategies around partnerships and acquisitions, and future opportunities in emerging markets. It analyzes Airtel using tools like Porter's 5 Forces, SWOT analysis, and BCG matrix.
Customer Relationship Management practices by Mc Donalds- A case studyTathagata Mahajan
McDonald's aims to provide the best quick service restaurant experience worldwide. It localizes its menu for India by excluding beef and pork and using popular Indian spices. McDonald's maintains the same clean and family-friendly ambience across all its Indian outlets. It aims to offer affordable prices without compromising quality through efficient operations. Customer satisfaction is the top priority through strict quality standards, friendly service, and various feedback and reward initiatives.
This document provides an overview of Bharti Airtel and the Indian telecom industry. It discusses the evolution of the telecom sector in India from 1851 to present day. It then focuses on Bharti Airtel, describing the company's services, market share, segmentation, targeting, positioning, and SWOT analysis. The document also examines Airtel's marketing strategy, products, pricing, place, promotion, people, process, and gaps in customer service. In summary, the document profiles India's largest mobile operator, Bharti Airtel, and analyzes its business and marketing approach.
Dell uses a direct sales model and CRM strategies to build great customer experiences. It segments customers and tailors its offerings to meet different needs. Dell collects extensive customer data through its website and CRM software to better understand customers. This informs Dell's strategies across the customer lifecycle from pre-sales support and education to post-sales support. Dell provides personalized support for individual, small business, and large enterprise customers. Its goal is to deliver superior customer service and customize computers to each customer's specifications.
This document provides a report on Bharti Airtel Limited that was submitted to Prof. A. Nag. It includes an executive summary, introduction on the company overview, objectives, methodology used including primary and secondary data sources, analyses using models like SWOT, BCG matrix, Porter's five forces, Ansoff matrix, and environmental and competitor analyses. It also includes findings, recommendations, bibliography and references.
1) Starbucks is the largest coffeehouse chain in the world with over 16,000 stores in 44 countries.
2) Starbucks has experienced strong growth since 1971, becoming a global brand through international expansion and strategic partnerships.
3) However, Starbucks now faces threats such as economic challenges, rising costs, and increasing competition in both domestic and international markets.
Customer Relationship Management (CRM) In Starbucks 1Trevor Prescod
Team X analyzed Starbucks' customer relationship management strategies. They found that Starbucks uses a rewards card program, websites like Mystarbucksidea.com, and in-store feedback, but these systems are not well integrated. Key issues include the rewards card not being free, separate customer databases, and weak in-store feedback. The team recommends improving feedback systems, empowering local store managers, better integrating customer data systems, and using Consona Enterprise CRM to consolidate systems into a single platform.
Bharti Airtel is the largest telecommunications company in India, with over 261 million subscribers across 20 countries. It was founded in 1995 as Bharti Tele-Ventures and provides a wide range of services including mobile, home phones, broadband, and DTH. Key highlights include partnerships with Mercedes for Formula One racing and launching a cloud platform with HP. Bharti Airtel is focused on putting customers first and enriching lives through understanding customer needs. It has a strong corporate social responsibility program carried out through Bharti Foundation to improve education.
Project on Organization study at Bharti Airtel dasdebabrata25
Airtel is one of the leading telecom service providers operating in 18 countries across Asia and Africa. It is one of the largest mobile networks in India, providing mobile, broadband, and DTH TV services. The company has four strategic business units - Mobile, Tele Media, Enterprise, and Digital TV. The objective of the study is to understand Airtel's business, products, services, internal and external environment, and the telecom industry.
STUDY OF CUSTOMER PREFERENCE TOWARDS AIRTELAshish Gupta
The document provides an overview of the mobile services industry and Bharti Airtel in India. It discusses that India has seen rapid growth in mobile subscribers, exceeding expectations. Key points include: Bharti Airtel is a leading mobile service provider in India with over 25 million subscribers; It operates across various business segments including mobile, broadband, enterprise services; The mobile market is growing rapidly with competition between providers like Airtel, Reliance, and Idea Cellular.
The document provides a project report on customer relationship management (CRM). It discusses the importance of CRM in building long-term relationships with customers. It outlines the aims of CRM, including converting prospects to customers, repeat customers to clients, clients to advocates, and advocates to partners. The report also examines why CRM is important, how to introduce it in a company, its significance in the textile industry, and conceptualizes a study on CRM practices in a textile firm.
This document discusses Vodafone's customer relationship management (CRM) strategies and implementation in India. It begins with an introduction to Vodafone as a company and its operations in India. It then outlines Gartner's eight building blocks for CRM and how Vodafone addresses each block, including having a vision of customers for life, strategies to provide valued customer experiences, collaborative efforts across departments, CRM processes and technologies, and metrics to measure performance. The document also covers benefits of CRM for Vodafone and issues faced in implementing a CRM program in India.
Customer Relationship Management - Case Study [Mercedes Benz]Jas Singh Bhasin
Historically, Mercedes-Benz was sold in the UK through a franchised network of some 138 dealerships.
Each of these was autonomous, with the exception of three dealerships owned by the distributor Daimler Chrysler UK (DCUK).
DaimlerChrysler had relatively little control over relationships between dealers and customers. Dealers managed their own relationships including customer research, data base management, acquisition and retention processes.
This presentation describes the challenges faced by the company initially and how did they overcome those challenges.
IoT customer centric smart applications offered by utility companiesRaj Anand
Electricity and gas companies from generation through to transmission and distribution and retail – are investing billions on IoT technology. An estimated $201 billion by 2018 will be spent worldwide. This presentation focuses on British utility companies from a 'Customer' perspective and their strategy till date and value-add going forward.
- The crash of Air India Express Flight 812 in Mangalore, India was caused by the captain continuing the landing approach despite three calls from the first officer to abort and go around. The captain had been asleep during the flight and showed signs of fatigue.
- Contributing factors included the captain's failure to properly plan and execute the descent and approach. The first officer issued repeated calls for a go around but did not take control of the aircraft. Procedures around empowering the first officer to initiate a go around were ambiguous.
- The aircraft landed long on the runway at a high speed and overran the end, crashing and killing most passengers aboard. The crew failed to properly brief and execute a stabilized approach.
Telecom Billing's evolving role in post pc eraEhtisham Rao
With OTT proliferation in the mobile business, telecom operators are struggling to redefine the value of their services for operators. Business models abound, billing remains a key opportunity area for telecoms. this talk covers high level telecom interventions related to billing and their evaluation as source of sustainable competitive advantage.
How to Achieve World Class Customer Experience through Insightful IT Bobhallahan
An amazing overview of how some of the Worlds top companies are achieving awesome customer experience through ingenious IT and brilliant Data intelligence, resulting in massive customer loyalty, repeat business monetization and sky high profits.
Customer churn classification using machine learning techniquesSindhujanDhayalan
Advanced data mining project on classifying customer churn by
using machine learning algorithms such as random forest,
C5.0, Decision tree, KNN, ANN, and SVM. CRISP-DM approach was followed for developing the project. Accuracy rate, Error rate, Precision, Recall, F1 and ROC curve was generated using R programming and the efficient model was found comparing these values.
Data Mining on Customer Churn ClassificationKaushik Rajan
Implemented multiple classifiers to classify if a customer will leave or stay with the company based on multiple independent variables.
Tools used:
> RStudio for Exploratory data analysis, Data Pre-processing and building the models
> Tableau and RStudio for Visualization
> LATEX for documentation
Machine learning models used:
> Random Forest
> C5.0
> Decision tree
> Neural Network
> K-Nearest Neighbour
> Naive Bayes
> Support Vector Machine
Methodology: CRISP-DM
Customer-Centric Data Management for Better Customer ExperiencesInformatica
With consumer and business buyer expectations growing exponentially, more businesses are competing on the basis of customer experience. But executing preferred customer experiences requires data about who your customers are today and what will they likely need in the future. Every business can benefit from an AI-powered master data management platform to supply this information to line-of-business owners so they can execute great experiences at scale. This same need is true from an internal business process perspective as well. For example, many businesses require better data management practices to deliver preferred employee experiences. Informatica provides an MDM platform to solve for these examples and more.
Customer-Centric Data Management for Better Customer ExperiencesInformatica
This document discusses the need for a customer 360 solution to provide a complete view of customer data across an organization. It describes how a customer 360 solution can integrate data from various sources to create a single customer profile with contact information, preferences, relationships and interactions. It provides an overview of the key components of a customer 360 reference architecture including data ingestion, governance, delivery and analytics capabilities. Finally, it demonstrates Informatica's customer 360 solution capabilities such as predefined customer data models, workflows, enrichment and integration with other master data domains.
This document discusses customer relationship management (CRM) strategies and tools. It provides a history of CRM from the late 1980s to the present day. It then discusses key CRM concepts like building customer-focused businesses, maintaining customer relationships over time from prospects to partners, and using CRM tools for sales, marketing and customer service functions. Specific company examples of CRM implementation are also summarized.
Pinnacle digital advisors -How U.S.Telecoms Can More Effectively Convert Data...sangeetk072
Pinnacle Digital Products ,Pinnacle digital advisors,,Pinnacle digital is the leading provider of next generation network and customer analytics solutions
http://pinnacledigital.in/index.html
The document discusses how business process management (BPM) can help companies reinvent their operations in today's changing business environment driven by mobile, social, cloud, and big data. It provides examples of how BPM can deliver value across industries by improving processes related to human capital management, finance, compliance, and more. The document also outlines IBM's approach to BPM and examples of how specific customers have benefited.
CRM analytics help telecom companies understand customer behavior and needs through collecting and analyzing customer data. This allows companies to increase customer retention, reduce churn, improve cross-selling opportunities, and enhance customer experience. T-Mobile uses CRM analytics to identify influential customers within social networks to improve marketing and reduce churn. Airtel also implemented an Oracle CRM system to centralize customer data and provide consistent service across multiple call centers.
This document discusses Datamine's services for telecommunications companies, including building a customer-centric IT infrastructure to enable behavioral modeling and advanced customer segmentation using metrics, attributes, demographics and behavior scores. It provides solutions to simplify understanding complex customer data by encapsulating data handling complexities and implementing procedures to provide reliable customer information. Datamine also offers consulting services in IT, analytics, CRM and BI including requirement gathering, system architecture, data modeling and user interface design using standards like UML and RUP.
Analytical CRM will enhance customers' experiences through intelligent decision making and analytics. It provides advanced analytics, information management, and marketing automation capabilities. These capabilities are embedded into industry-specific contact center outsourcing solutions to optimize interactions, drive growth, and increase customer loyalty through personalized experiences and recommendations. Pricing is typically $0.5M-$1.5M annually based on customization level and data needs.
New Analytic Uses of Master Data Management in the EnterpriseDATAVERSITY
William McKnight discusses new analytic uses of master data management in the enterprise. He outlines how MDM can power applications like fraud detection, call center chatbots, transportation, and marketing. MDM provides a centralized hub for core and attribute data on customers, products, suppliers and other domains that can then be used across various analytics and applications. With quality master data and attributes, organizations can improve customer profiles for personalization, manage supply chains more efficiently, and detect fraud patterns in real-time.
Municipal
13 Teams
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Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
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Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to manage our stressful situations.
15 Marriage
____
The secret of long and happy marriages is sincerity in your feelings. If your marriage was not built on this basis of intimacy from the very beginning, it will begin to crack over the years. Even small problems become unsolvable. You have to be emotionally open at the beginning of the road.
16 Leadership
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Leadership does not mean dominance. Leading your colleagues to a common goal and making them believe in the reality of this purpose. Successful leaders are those who can keep their team’s motivation alive for many years. You have to make them desire the work to be done.
17. Emotions Are All Normal
___
Anger, hatred, love, happiness… You can understand when and under what circumstances these feelings will emerge by following yourself. You may have these feelings depending on how you interpret the events you encounter. The important thing is to be able to react independently of your feelings. You may find yourself making promises that you cannot keep because you are happy, or you may resort to violence when you are angry.
18/ Being able to Express Your Emotions
____
Not everyone’s level of empathy can be very good. You may be in a difficult situation immediately. You may feel bad, but people may not understand it. In these situations, you may need to express your feelings a little more directly.
19/You Are Not Your Emotions
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Keep doing what you need to do, no matter how you feel. Success is achieved by people who cannot give up no matter what their feelings and thoughts are. Don’t let your feelings affect your actions.
20/ Timing
__
As soon as you feel a different emotion, try to think before you act. Because emotional intelligence moves faster than rational intelligence, it can make you act irrationally and make you say any unnecessary words.
Thanks for reading
~ 𝗧𝗼𝗻𝗴𝘀𝗮 𝗚𝘂𝘆
Book:- https://amzn.to/3XsVTz2.13 Teams
__
Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
___
Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to manage our st
This document provides an overview of Customer Relationship Management (CRM) in the context of non-banking financial services in India. It discusses how CRM can help automate lending operations, boost sales, improve customer experience and loyalty. However, challenges include creating a unified customer view across multiple systems and products. The document also outlines various CRM techniques used by non-banks like mobile and online banking. It emphasizes the importance of embracing new technologies like artificial intelligence, analytics and cloud-based solutions to gain insights, manage growth and stay compliant with regulations.
This document discusses Customer Relationship Management (CRM) in the context of non-banking financial services. It provides an introduction to CRM and highlights that most institutions take a narrow view of CRM, limiting benefits. A successful CRM strategy incorporates business activities, channel management, relationship management, and back-office/front-office integration within a customer-centric approach. The document then discusses concepts, benefits, challenges and importance of CRM for non-banks. It also covers CRM techniques used by non-banks in India and future trends in CRM.
The document discusses the evolution of business intelligence and knowledge management applications over five waves. It describes how early applications focused on data sharing and reporting, while later generations enabled more advanced analytics and personalization. The next generation is proposed to use real-time personalization, broadcast technologies, and mobile access to provide personalized, proactive intelligence to customers across channels. Key elements of successful business intelligence frameworks are also outlined.
Redefine the Delivery of Financial Services Journeys That Clients LOVE! [inQu...Antony Adelaar
This is the slideware used in a live inQuba & Microsoft webinar hosted on the 23rd of September 2020.
Recording here: https://youtu.be/J89zWhnpCb4
Do you want to learn how to use digital platforms in the FSI industry to stay relevant to your customers in the Digital Economy?
Join inQuba MD, Trent Rossini, and Microsoft FSI Sales Lead, Servaas Venter, in an upcoming webinar, where you’ll learn:
• When and why customers are likely to lapse
• How to nudge customers to achieve their signup goals
• The actions you can take to retain high risk customers
• How to obtain continuous customer feedback during their journey
• How to augment your legacy systems with modern digital platforms
• How to kick off conversion and retention programmes for your customers
Learn how to redefine the delivery of Financial Services client journeys that customers LOVE!
Similar to Airtel’s customer relationship model (20)
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
1. 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.
SOLVING CUSTOMER RELATIONSHIP MANAGEMENT INVOLVES ADDRESSING A
PRINCIPLES-BASED VALUE CHAIN
2. Technology Data & Applications People & Activities
Data Warehouse/Data Application Specific Data Business Strategy
Mart Model
External Data Providers Business Process
Extract & Transformation Data Hygiene / Enrichment Reengineering
Database Change Management
OLAP Cleansing & Conditioning Project Management
Data Mining Householding - Application
Statistics - Segment of One Implementation
Query & Reporting Marketing - Data Warehouse/
Warehouse Management Customer Valuation Data Modeling
Metadata Management Customer Risk Analysis Warehouse Architecture
High-End Servers Profiling and Segmentation Logical, Physical Design
IT Infrastructure Predictive Behavior Channel Integration
Networking Modeling DB Implementation
Network & Systems Targeted Marketing - IT Infrastructure
Management &CampaignManageme IT Architecture
Internet nt Network Design, Planning
Web Warehouse Customer Contact & Implementation
Security Management Network & System
Integration Technologies Customer Profile Management
Operational Data Stores Content Management -On-going Customer
Call Center & Messaging Catalogue Management Support
Middleware
CHURN MANAGEMENT
What are the commonest reasons for customers to switch from one service
provider to another?
Some of the common driving factors for churn are
poor performance,
poor customer care,
rate plans and
3. handset issues - GSM or CDMA service.
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
4. 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
5. 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
Optimising subscriber acquisition costs
6. 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 optimising 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
Optimising 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
7. Managing monthly payment cycles to minimise 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 analyse customer behavious and predict their propensity to churn.
It is necessary to proactively strategise 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
8. 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.
9. 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.).
10. CRM CONCEPT AND IMPLICATIONS BY AIRTEL
With the increased penetration of CRM philosophies in organizations and the
concomitant rise in spending on people and products to implement them, it is clear
that AIRTEL see improvements to establish long-term relationships with their
customers. However, there is a big difference between spending money on these
people and products and making it all work: implementation of CRM practices is still
far short of ideal. Airtelis recognizing the importance of creating databases and
getting creative at capturing customer information. They Are continous learning
how to develop better communities around their brands giving customers more
incentives to identify themselves with those brands and exhibit higher levels of
loyalty.
One way developing an improved focus on CRM is through the establishment or
consideration of splitting the marketing manager job into two parts: one for
acquisition and one for retention. The kinds of skills that are need for the two tasks
are quite different. People skilled in acquisition have experience in the usual tactical
aspects of marketing: advertising, sales, etc. However, the skills for retention can be
quite different as the job requires a better understanding of the underpinnings of
satisfaction and loyalty for the particular product category. In addition, time being a
critical scarce resource makes it difficult to do an excellent job on both acquisition
and retention. As a result, Airtelhas appointed a chief customer officer (CCO) whose
job focuses only on customer interactions.
In this organization, the person overseeing the company’s marketing activities, the
VP-Marketing, has both product management and the CCO as direct reports. The
11. CCO’s job is to provide intelligence to the VP from marketing research and the
customer database for use by product managers in formulating marketing plans and
making decisions. In addition, the CCO manages the customer service operation.
Although it would perhaps seem more logical for the CCO to report to product
management, the reporting arrangement to the VP-Marketing is a signal to the
company of the prominence of the position. The CCO also interacts with other
company managers whose operations may have a direct impact on customer
satisfaction.
The notion of customer satisfaction is being expanded to change CRM to CEM,
Customer Experience Management. The idea behind this is that with the number of
customer contact points increasing all the time, it is more critical than ever to
measure the customer’s reactions to these contacts and develop immediate
responses to negative experiences. These responses could include timely apologies
and special offers to compensate for unsatisfactory service. The idea is to expand
the notion of a relationship from one that is transaction-based to one that is
experiential and continuous. As with any decision with substantial resource
implications, a cost-benefit analysis of CRM investments must be performed.
CREATING A CUSTOMER DATABASE
A necessary first step to a complete CRM solution is the construction of a customer
database or information file. This is the foundation for any customer relationship
management activity. This should be a relatively straightforward task as the
customer transaction and contact information is accumulated as a natural part of the
12. interaction with customers. The task will involve seeking historical customer contact
data from internal sources such as accounting and customer service.
Ideally, the database should contain information about the following:
Transactions. This should include a complete purchase history with
accompanying details (price paid, SKU, delivery date)
Customer contacts. Today, there is an increasing number of customer
contact points from multiple channels and contexts. This should not only
include sales calls and service requests, but any customer- or company-
initiated contact.
Descriptive information. This is for segmentation and other data analysis
purposes.
Response to marketing stimuli. This part of the information file should
contain whether or not the customer responded to a direct marketing
initiative, a sales contact, or any other direct contact.
The data should also be over time.
CRM RESPONSIBLE FOR MAGIC AT AIRTEL
Though it is continuously spreading its wings, expanding its capabilities, and
exploring new horizons, one rule at Bharti remains unchanged: seek out the world’s
best technology and put it at the service of customers. CRM is part of this process.
WHY CRM FOR AIRTEL
In a telecom services company like Bharti, airtime is considered a product. “It is vital
for them to manage the expectations of their customers and provide them with
innovative products and services in a manner which makes them loyal,”.
13. To achieve this, Bharti needed to have the appropriate means. “To better serve their
customers they needed a tool. It is this need that made them to opt for a CRM
(customer relationship management) solution”.
CHERRYPICKING A SOLUTION
Today Bharti is using the Oracle CRM platform. “As part of their vision, they intend
to provide AirTel services anywhere and at any time.
A customer should get the same quality of service no matter which of our call
centres he contacts. This has been the vision, and because of that they have gone in
for a centralised application like CRM. The implementation of CRM also helped
Bharti in having a unified workflow and unified processes across the country.
Before choosing its CRM tool, Bharti evaluated many options. It considered factors
like
Proper workflow automation
Facilitation of knowledge sharing
Integration with the billing system.
After a thorough evaluation, it decided to go ahead with the Oracle CRM platform.
BENEFITS
One of the primary things that Bharti has done with CRM is SEGMENTATION OF
CUSTOMERS, which has helped in providing customers more value for their money.
It is important to understand and segregate customer needs depending on the
product and services he is buying.
METRICS
14. The increased attention paid to CRM means that the traditional metrics used by
managers to measure the success of their products and services in the marketplace
have to be updated. Financial and market-based indicators like profitability, market
share, and profit margins have been and will continue to be important. However, in
a CRM world, increased emphasis is being placed on developing measures that are
customer-centric and give the manager a better idea of how her CRM policies and
programs are working.
Some of these CRM-based measures are the following:
Customer acquisition costs
Conversion rates (from lookers to buyers)
Retention/churn rates
Same customer sales rates
Loyalty measures.
Customer share or share of requirements (the share of a customer’s purchases in
a category devoted to a brand).
All of these measures imply doing a better job acquiring and processing internal data
to focus on how the company is performing at the customer level.
CRM REFERENCE MODEL
This reference model is logically layered model that includes touchpoint, business
application, process, CRM, Data management and Decision support layers. It was
developed as a result from customer feedback and extensive research in the
marketplace on Enterprise
15. TOUCHPOINT AND PRESENTATION LAYER
This layer presents information to the business end-user through a communication
channel-specific device. The presentation and navigation displays a consistent “look
and feel” for input and output information in the format required by the device (e.g.,
browser, terminal, keyboard, keypad, phone) that is consistent across different
business processes and their functions. Navigational aids will be presented to human
interfaces; buttons, hotspots, etc on windows or browser (HTML) based interfaces,
menus or other simpler interfaces such as 3270 terminals, or interactive voice for
voice channels. The navigation function of a front-end helps the user to control the
usuage of, or switch between different elements of the presentation surface, e.g.,
activate a specific window with the mouse, or a select a presentation object specific
function with the right mouse button. In addition, this layer will determine the kind
16. of communication channel being used, and will transform the information going to
and from the process layer to the required interfacing of this communication
channel, e.g., Text-to-speech for Phone/IVR, CGI/Java for Internet, etc.
It will also prepare the user identification and process selections required by the
next layer.
BUSINESS APPLICATION LAYER
This layer determines the communication touchpoint being used, and transforms
knowledge from the touchpoint to the Application such as Billing.
PROCESS LAYER
The process layer provides services to different communication touchpoint- specific
devices, from a single implementation of that specific device. The process layer is
separated into a Contact, Context handler and personalization. The user accesses
information through a communication channel-specific front-end; the user’s
authorization and profile together form a context under which all interaction
between the user and IT functions that form and support a business process are
carried out.
The Contact and Context Handler initiates and terminates the communication
channel/user dependent context with a process/routing engine. It registers the
context to the Contact Management, Segmentation, Routing, Resource Management
and Channel Management making it known to the underlying layers. Personalization
executes the business logic initiated from specific context and selects a set of
business rules specific to the business process.
17. CRM LAYER
This layer represents databases that consist of the single customer view, integrated
contact/dialogue, customer profile, and content information. This layer also provides
for the ability to perform analytics and reporting on the customer experience by
using the variety of knowledge gained from all customer activity.
DATA MANAGEMENT LAYER
The data management layer is the first layer that has no direct link to the business
processes. It represents purely IT centred objects:
Transactions (get data x for user y and reservation z), direct read/write operations
(read user profile u), etc. Its main function is the separation of data storage from
business process functions. This is done by wrapping the calls to the new or legacy
systems and presenting
them as objects to the higher layers. Here, wrapping means transforming data in a
predefined (unchangeable) format to the object representation required by the
object oriented environment. This layer may also use existing data warehouse
management services.
DECISION SUPPORT LAYER
The AIRTEL has been a leader in implementing various decision support applications
in order to determine who their best customers are and what best services to offer
them. Regulatory changes have made this industry so competive that many existing
databases,
campaign management applications, etc. exist and need to be leveraged in the
upper layers of this model.
18. VERTICAL LAYERS
The vertical layers of this reference model provide services that are required by all
the horizontal layers.
DISTRIBUTED APPLICATION AND SECURITY COOPERATION SERVICES
In order to support the mangement of objects between the various layers some
generalized support will be required. DCE-services, Name-services, etc. are other
examples of distributed services. Security services establish an end-to end secure
environment for network and system infrastructure, applications (business
processes and underlying activities), and the data layer. The following services have
to be provided (following the definitions of ISO 7498-2): Identification and
Authentication, Authorization,Protection, Management, Audit, and Non-repudiation.
IT SERVICE MANAGEMENT
All components in the model will have to be managed for availability and
performance (Service Level Agreements). IT management processes and technology
must be in place in order for an IT organization to deliver quality services to its
customers .
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
19. 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 bottomline 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.