Abhishek Jha presented a progress review of his work as a Postpaid Sales functionary in the UP East Circle. The summary highlights that in the first 5 months of 2016, he activated 705 new connections, achieved a revenue of Rs. 1,98,985, and identified areas for improvement including implementing a customer relationship management system and providing better kits and identification for field sales officers. The presentation included analyses of key highlights, challenges, competitors, and recommendations to enhance performance.

1. Progress Review
!YLP MT 2015
Name: Abhishek Jha
Function: Postpaid Sales
Circle: UP East
Public07/18/16

2. 07/18/16
Structure of the Presentation
 On Job Training
 Key Highlights
 Challenges
 Competitor Analysis
 Areas of Improvement in current projects with
implementation plan
 Individual’s Unique Contribution to the area of work
Public

3. Introduction ( On the Job Training)Introduction ( On the Job Training)
Parameter As of May’16
Markets Kanpur Region
Revenue Rs13,84,700
Accounts Mapped 538
Penetrated Account 179
Non Penetrated account 359
TSE Count 2
DSE Count 7
Channel Count 0
No. Of accounts added 99
MT Name Abhishek Jha
Kanpur
Reporting To
ASM Mr. Asif Hameed
ZBM Mr. Gaurav Tripathi
Extensive visit to all the My idea’s
shop & DSA
Visit to all the Key accounts for Idea
Cellular Ltd.
Understand the process of number
activation from CAF punching to
activation
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4. Initiatives Undertaken
07/18/16 Public

5. KEY HIGHLIGHTS
TSE/DST WISE ACTIVATION REPORTS
TSE/DST Month
Team Member Month December January February March April May Grand Total
Abhishek Jha
Abhimanyu Singh Yadav 11 11 25 22 8 32 109
Amit Shukla 31 19 40 42 26 38 196
Ashish Pandey 15 20 12 19 35 14 115
Rishi Sharma 4 30 36 44 24 40 178
Ravi Saini 10 15 15 21 9 22 92
MOHD SHADAB IDRISI 0 0 0 0 2 2 4
ROHIT KUMAR 0 0 0 0 0 3 3
ROHIT KUMAR SHUKLA 0 0 0 0 0 8 8
Grand Total 71 95 128 148 104 159 705
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6. Key Highlights
PRODUCT WISE ACTIVATION REPORT JAN TO MAY-16
TSE/DST
January February March April May
Grand
TotalNEW
Port
In P TO P NEW
Port
In
P TO
P NEW
Port
In
P TO
P NEW
Port
In
P TO
P NEW
Port
In
Abhimanyu
Singh Yadav 11 20 5 22 8 31 1 98
Amit Shukla 17 2 33 2 5 40 2 23 2 1 31 7 165
Ashish Pandey 19 1 10 2 16 2 1 22 13 8 6 100
MOHD SHADAB 2 2 4
Ravi Saini 7 7 1 6 5 4 8 13 9 13 9 82
Rishi Sharma 27 2 1 23 11 2 30 13 1 20 3 1 39 1 174
Rohit Kr. 3 3
Rohit Kr. Shukla 8 8
Grand Total 81 12 2 92 25 11 116 30 2 84 18 2 135 24 634
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7. Key Highlights
07/18/16 Public
MONTH WISE ACT REPORTS
Month
Team
Member
31-Dec
31-
Jan
29-
Feb
31-
Mar
30-
Apr
31-
May
Grand Total
Abhishek Jha 71 95 128 148 104 159 705
MONTH REVENUE DATA
Month
Abhishek
Jha
Decemb
er
January February March April May
Grand
Total
Monthly
Revenue
( In Rs)
23,676 30,657 36,291 39,288 27,834 41,239 1,98,985

8. Key Highlights
MONTH REVENUE DATA
Month
Abhishek Jha December January February March April May Grand Total
Monthly
Revenue( In
Rs)
23,676 30,657 36,291 39,288 27,834 41,239 1,98,985
Public07/18/16

9. Postpaid Sales Drivers

10. Unique Contribution in the Area of work
• Sales Team setup in zonal office
• Started managing field sales team in zonal office aligned
with concept of DST
• Team leads identified on the basis of performance
• Different teams share their leads generated through tele
calling with respective runners/field sales of channel
partners
• Office culture is attracting more staff through references
and acting as motivation
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11. Challenges
07/18/16 Public

12.
• Channel appointment
• Cold calling in market with telecom retailers, existing
prepaid distributors and competitor channel partners
• Prospects have been already shortlisted for CSA
• Lead generation through cold calling and Shortlisted 3
prospects for CSA for Kanpur and 2 DSA prospects for
Vandana
• In talks for 1 CSA Tele DSA with prospects for Kanpur
Areas of Improvement with
Implementation Plan
07/18/16 Public

13. COMPETITOR ANALYSIS(Kanpur
Zone)
07/18/16 Public
AIRTEL
MONTH WISE ACT REPORTS
EBU
Segment
January February March April May
Grand
Total
207 248 259 180 150 1044
VODAFONE
MONTH WISE ACT REPORTS
EBU
Segment
January February March April May
Grand
Total
221 210 310 280 290 1311
IDEA
MONTH WISE ACT REPORTS
EBU
Segment
January February March April May
Grand
Total
568 522 714 316 365 2485

14. COMPETITOR ANALYSIS(Kanpur
Zone)
07/18/16 Public
DST INCENTIVE SCHEME(Vodafone)
Basic Salary Rs 12,000
Target(Gross -adds) 18
Incentive Rs 150/ GA
1st Month Rs 150/ GA
2nd Month Rs 150/ GA
3rd Month Rs 150/ GA

15. COMPETITOR ANALYSIS(Kanpur
Zone)
07/18/16 Public

16. Online presence for Channel Queries
Vodafone distribution.ppthttp://www.airtel.in/confluence/
Idea has no channel partner page explaining the details or the process
Public07/18/16

17. PLAN GIVEN
Standard Price Points
Communication modes
Short Code
PLAN – Rs 150, 600
minutes, 300 SMS
Call Rates –
20p I2I
30p I2other
50p I2STD
 Registeration of Firm
Address Proof
2 Photo
1 letter head
Nodal person POI
PAN card
Finacial Proof(>25
Lakhs)
Office setup(Board reqd.)
CASE STUDY
A corporate enacting where I required 35 fresh connections with least
rental
PLAN – Rs 150, 600
minutes, 300 SMS
Call Rates –
20p V2V
30p V2other
50p V2STD
PLAN – Rs 199, 800
minutes, 200 SMS
Call Rates –
30p A2A
40p A2other
50p A2STD
GIFTS OFFERED None Gifts worth Rs
2500
Gift worth Rs
7000
DOCUMENTS
REQUIRED
 Registeration of Firm
Address Proof
1 Photo
5 letter head
Nodal person POI
 Registeration of Firm
Address Proof(Tin No.
Accepted)
1 Photo
1 letter head
POI
Financial proof

18. Observations Analysis Engagement Outcome
Sales
• No notification system for CAF
rejections and resons for it
• Duplicate Bill cannot be printed
with the existing software and
hence a lot of pety complaints
which could have been avoided
• Escalation of problems is time
consuming
• Pospaid problem handling is
slower as compared to Prepaid
Commission Structure
• Target setting is a one-way
process. Lack of discussions
with franchisee owner w.r.t
setting of targets and justification
for it
• Complex Commission Policy
structure.
• Variable days of Payouts as
compared to that of prepaid
• Disatisfaction because of unfair
incentivisation as compared to
My Idea’s
FOS & Infrastructure
• Basic Salary is less
• Customers sometimes do not
trust the authenticity of FOS
because of lack of identity cards
• Frequency of training is less
• Lack of Direct incentives
• Negligent engagement activities
from the organisation
Areas of Improvement in current projects
with implementation plan
Public07/18/16

19. • Real Time Notification System to be incorporated
in the existing software
• This system will notify the CSA/DST outlet with
the reason for rejection of CAF
CAF
Notification
Tab
• The factility to print duplicate bills from the
prefalent software should be incorporated which
was not before.
.
Duplicate Bill
• Speeden up the New
Customer Acquisition
Process
• Better
Communication
This will decrease BNR
complaints, late
payments, and improve
the communication
process
FOS Connect
• Accessory kit and Identity Card to FOS
• FOS Engagement meets to be held where top
performers are appreciated
 Increase in connect
with Idea
 Motivated
employees perform
better
Recommendations What is it? BENEFIT to IDEA
Observations Analysis Engagement Outcome
Public07/18/16

20. Week 3 Week 4Week 1 Week 2
Current Leads
Required Leads
Gap
Action plan to cover gap
Last 3 months Avg Sales
Present month Target
MNP
Pre to Post
Fresh Acquisitions
Action Plan
Weak wise Target Split
MNP
Pre to Post
Fresh Acquisitions
Special Support
ASM (Signature) TSM (Signature) Channel Partner (Signature)
“TSE/DST Monthly Plan Sheet”
Month -
TSE/DST Name
Observations Analysis Engagement Outcome
Public07/18/16

21. Area of Improvement with Implementation Plan
Public
Customer Relationship ManagementCustomer Relationship Management
Customer/ Corporate BenefitsCustomer/ Corporate BenefitsCustomer/ Corporate BenefitsCustomer/ Corporate BenefitsIdea BenefitsIdea BenefitsIdea BenefitsIdea Benefits
• Decision making is nimble and well
informed supported by real-time CRM
reporting across all business areas.
• Effective time management as CRM
prompts users to follow up on
activities and automates alerts when
important events occur, or if actions
are missed.
• Higher quality lead generation from
marketing activities by leveraging
CRM customer segmentation to send
targeted campaigns and personalized
messages that resonate.
• Pipeline reports are trusted and are
used as the basis for reliable sales
and production forecasts to
predictably manage cash flow.
• Decision making is nimble and well
informed supported by real-time CRM
reporting across all business areas.
• Effective time management as CRM
prompts users to follow up on
activities and automates alerts when
important events occur, or if actions
are missed.
• Higher quality lead generation from
marketing activities by leveraging
CRM customer segmentation to send
targeted campaigns and personalized
messages that resonate.
• Pipeline reports are trusted and are
used as the basis for reliable sales
and production forecasts to
predictably manage cash flow.
 Objective set of inputs to help in
closing of potential leads
 Better understand and help bridge the
gap between “What customer wants”
and “What can Idea provide”
 Helps aligns customer objectives with
Ideas objectives
 Better relationship with the customer
and key accounts in order for smooth
business in the future
 Objective set of inputs to help in
closing of potential leads
 Better understand and help bridge the
gap between “What customer wants”
and “What can Idea provide”
 Helps aligns customer objectives with
Ideas objectives
 Better relationship with the customer
and key accounts in order for smooth
business in the future
A Customer Relationship Management system would help Idea in keeping track of all potential leads and
better conversion of them
07/18/16

22. Individual’s Unique Contribution to the area
of
work
• Daily report making accounting to data
collection for the SME’s and corporate
• Collection of data from the other competitors
• TSE/DST tracking through frequent update on
Watsapp or Concall along with DSR updating
Microsoft Office
Excel Worksheet
Public07/18/16

23. Learnings
• Motivation: The biggest driver for Sales force
• Channel Partner or FOS takes a narrow perspective
and it is important, time and again, to show the
bigger picture ( simple metrics such as ROI,
Investment, Competitors performance). This helps in
alignment of FOS goals with company’s
• Consumers are impatient and want instant
gratification
• Loyalty with existing number is difficult to find as
cost of loyalty is greater than cost of new purchase
Public07/18/16

24. RECOMMENDATIONS
• Frequent follow-ups along with Collection in charge to major
accounts is necessary
• Data mining or Data collection is required in order to keep the
track of all the corporate and SME’s operating in the region
• Real time system for CAF information and CPV information is
required in order for timely activation
• Freebies like 5% cash back, key chains, charging station etc to
be provided to major corporate using more then 50 numbers
of Idea Cellular Ltd.
• Adequate kit and visiting cards to be provided to TSE/DST
• Questionnaire survey to the major corporate accounts for
better after sales Service
Public07/18/16
Microsoft Office
Word Document

25. KIT for FOS
07/18/16 Public
Visiting Card for FOS

26. 07/18/16 Public

27. Thank You
Public07/18/16