PROJECT REPORT

ON

EFFECTIVENESS OF CUSTOMER
RELATIONSHIP MANAGEMENT AT
AIRTEL
 Declaration

I hereby declare that the project report “Effectiveness Of CRM at Airtel” is an original

work done by me.

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Table of Contents:

Declaration

List of Figures

Executive Summary

Chapter 1: Introduction

- Rationale of the Study

- Objectives

- Research Methodology

- Data Collection Procedure

Chapter 2: Theoretical Framework

- Origin of CRM

- CRM Defined

- Evolution of Relationship Marketing

- Zone of Customers

- Benefits of CRM

- CRM Strategies

- The Role of Information Technology in CRM

- Developing Appropriate Metrics

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- CRM Documentation Issues

- Elements for Success of CRM

- Benefits of a Well Defined CRM Infrastructure

- Relationship Marketing and Customer Lifetime Value for Cellulars

- Scope of CRM

Chapter 3: About Airtel

- Company Profile

- Awards

- Vision

- Mission

- Bharti Values

- Airtel Quality Statement

- Recent Achievements

Chapter 4: CRM at Airtel

- Analysis and Findings from the Customer Care Department

- Analysis of Customer Surveys

Conclusion

Limitations

Bibliography

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Annexure

- Airtel Connects

- Questionnaire 1

- Questionnaire 2

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LIST OF FIGURES

Figure 1: Evolution of Relationship Marketing

Figure 2: Selling

Figure 3: Relationship Marketing

Figure 4: Elements of CRM

Figure 5: Prompt Services

Figure 6: Employees willingness to help

Figure 7: Immediate Handling of Queries and Complaints

Figure 8: On time Services

Figure 9: Keeping Customers Informed

Figure10: Company's Interest in solving problems

Figure11: Individual Attention

Figure 12: Flexibility In services

Figure 13: Interactivity of Airtel Websites

Figure 14: Latest Technology

Figure 15: Courteous Employees

Figure 16: Knowledgeable employees

Figure 17: Confidentiality and Privacy

Figure 18: Service Quality of Airtel

Figure 19: Service Quality of Hutch

Figure 20: Services Quality of Idea

Figure 21: Services Quality of MTNL

Figure 22: Rating of Airtel Services

Figure 23: Switching to Other Cellular Services

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 EXECUTIVE SUMMARY

The project study is on Measuring the Effectiveness Of CRM at Airtel. The project aims at

understanding the CRM implementation at Airtel and its impact on the perception of

Airtel Cellular Services.

The initial part of the projects explains the origin of CRM, the importance of Relationship

Marketing and the challenges being faced by marketers in implementing CRM.

The following chapters give a brief about Airtel’s Company Profile, Its History and

Present. This is further followed by the initiatives taken by Airtel towards Relationship

Marketing and the functioning of Customer Care Division Of Airtel in its endeavors to

generate Customer satisfaction and loyalty.

Further the finding and analysis give us a view on Customers perception of Airtel’s

Services.

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 CHAPTER 1

INTRODUCTION

1.1 RATIONALE OF THE STUDY

Relationships have proved to be the central element in the success of business since time

immemorial. They are the invisible threads, which bind all business associates. To remain

competitive and to carve a niche in a global market, it has become imperative to manage

customers effectively. Organizations have realized the lifetime value of a customer. CRM

has once again acquired the highest place in every strategist’s priority list. Organizations

are redesigning their strategies and sharpening their focus on Customer Relationship

Management for achieving sustainable competitive advantage. Sophisticated toolkits,

involving latest technology inputs, are being used to implement CRM programmes without

proper knowledge of their impact on customers. The biggest Challenge faced by marketers

is to know the effectiveness of their CRM programs. Keeping in view the requirements of

marketers, it becomes essential to identify the determinants of CRM effectiveness. We see

a great usage of CRM in the service industry, especially in the cellular services where each

service provider is trying to have an edge over the other by means of enhancing customer

satisfaction.

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1.2 OBJECTIVES

 To identify the customer relationship management programs being run by Airtel.

 To study the impact of CRM on Airtel.

1.3 RESEARCH METHODOLOGY

The method used for data collection is Survey Research, which is Exploratory in nature.

1.4 DATA COLLECTION PROCEDURE:

Sampling Method

Universe: Airtel Users In Delhi

Sampling Unit: Personnel from the Customer Care Division were interviewed and

questionnaires were used to get information from them and also from the people

availing Airtel services.

Size Of Sample: 100 (50 Corporate Users and 50 regular users)

Basis of Sampling: Convenient Sampling and judgmental sampling

Data sources:

Primary Data : The information was obtained by means of the following tools for data

collection:

• Interview Schedule

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• Structured Questionnaires

Secondary Data: Relevant data collected from:

a. Journals and Business Magazines.

b. Text books

c. World Wide Web

d. Company Brochures, pamphlets etc.

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 CHAPTER 2

THEORETICAL FRAMEWORK

Customer Relationship Management (CRM) is the guiding principle of analytics

today…

… But Technical Systems Still Lack the Ability to Manage CRM

2.1 ORIGIN OF CRM:

Relationships are the essence of life. It is difficult to think about any society or

organization to survive without relationships. They are the invisible threads, which

build a unique bond between individuals and organizations. On the one hand these

bonds may be as strong as iron pillars lasting for lifetime, whereas on the other hand

they are as delicate as feather which may be broken within no time. Managing

relationships is a very difficult and complex phenomenon. Organizations are realizing

the importance of the vital role played by relationships in achieving and maintaining the

cutting edge at the marketplace.

Long ago Peter F.Drucker had advocated that the purpose of any business is to create

customers. It is the customer, which gives an opportunity to the organization to serve

him or her. The success of any organization primarily depends upon the sustaining the

customer advantage that is retaining the customers for lifetime. Growing complexities

and uncertainties at the market place along with intensifying global competition are

forcing the business organization to invest in building customer relationships. New and

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sophisticated marketing tool kits are being designed to attract, satisfy and retain

customers for achieving sustainable competitive advantage.

CRM has recently emerged as a strategic solution to modern business problems. It has

its roots in the age old business philosophy which recognizes that all business activities

must revolve around customers.

The term CRM was first coined in the early eighties by academics at various business

schools. One of the first on the scene was Dr. Jagdish Sheth who was at the Goizeta

Business School at Emory University in Atlanta.

CRM: Customer relationship management as coined by the Gartner Group, it

compasses sales, marketing, customer service, and support applications.

While the CRM term is fairly recent, it grew from a combination of terms like Help

Desk, Customer Support, ERP, Data mining. It evolved because none of the previous

terms could cover the topic well enough and because some of the terms (ERP) have

grown to be met with a great deal of distaste in the mouths of the business world.

2.2 CRM DEFINED:

Customer Relationship Management (CRM) is the strategic application of people,

processes, and technology in an organization-wide focus on improving the profitability

of customer relationships - DM Martin and AM Peel, The Pace Setter Group, 2001

The infrastructure that enables the delineation of and increase in customer value, and

the correct means to motivate valuable customers to remain loyal, to buy back again. -

Jill Dyche, The CRM Handbook, 2000

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 CRM (Customer Relationship Management): A strategy (technology-enabled) in

response to, and in anticipation of, actual customer behavior. From a technology

perspective, CRM represents the systems and infrastructure required capturing,

analyzing and sharing all facets of the customer’s relationship with the enterprise. From

a customer care perspective, it represents a process to measure and allocate

organizational resources to those activities that have the greatest return and impact on

profitable customer relationships.

2.3 EVOLUTION OF RELATIONSHIP MARKETING

Competition PRODUCT
FOCUS
Forces

Sharper CUSTOMER
FOCUS
Marketing

Recognition that database and FULL CUSTOMER

FOCUS
Contact lack coordination

FULL
Database integrated RELATIONSHIP
MARKETING
internally and externally

Enterprise boundaries
blur, New digital ENTERPRISE
products and Services RELATIONSHIP
MARKETING
emerge

Figure 1. Evolution of Relationship Marketing

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Stage 1: Product Focus

In the early stages of the cycle, the leading supplier has the products or services that are

significantly better than those of its competitors. Customers are happy enough to obtain

them. It gains share and profitability. No matter how the other companies try to

compensate for the product or service weakness by relationship management, they will

lose.

Stage 2: Customer Focus

The high profits earned now attract competition, so several other companies begin

offering a similar product or service. Competition intensifies in the areas of features and

price. Companies try to maintain differentiation through the feature mix and through

branding. In consumer markets advertising expenditure increases dramatically.

Stage 3: Full Customer Focus

Initially, customer service focuses on the aspects such as product maintenance or

customer training. Eventually it moves to the areas of customer care. Here the aim is to

ensure that the benefits from the product or service are delivered reliably from the first

point of contact. This is not quite customer relationship marketing, since the customer

may still be approached by the same organization in a different guise with an attempt to

sell the same product.

Stage 4: Full Relationship Marketing

After branding and customer service the suppliers must aim to manage all aspects of

their relationship with customers in a coordinated way. It is now important to recognize

that the diversity in relationships with the customer must be given due importance.

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Stage 5: Enterprise Relationship Management

The relationship marketing approach now has to permeate everything the enterprise

does. Observing customers closely, working directly with them to address their needs

and requirements.

From Selling to Relationship Marketing

Conventionally, the ‘supplier/buyer interface tends to be fairly limited with the one real

contact on a continuous basis between sales person and person responsible for

purchasing within the customer’s business. It is an interface between where both parties

seek to maximize the outcome in their favour, and rarely results in a win-win situation.

This type of relationship is given in the figure below. There is a single point of contact

as two triangles that only connect to a single point. It is a relationship that is easy for

competitors to break because it tends to be based on cost rather than business

development.

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 R & D

Marketing

Logistics Operations

Customer Supplier

Information Information
Systems Systems

Figure 2: Selling

The alternative approach is shown in the following figure where there are multiple

points of contact between corresponding functions and processes within the buying and

selling companies.

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 R&D Marketing

Logistics Operations

Information Information
Systems Systems

Supplier Customer

Figure 3. Relationship Management

The job of a relationship manager is to coordinate those multiple contacts and to seek

new ways in which further customer value can be created.

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Customers can be divided into three zones:

1. Zone Of Defection: where customers are extremely hostile and have the lowest

level of satisfaction.

2. Zone Of Indifference: where customers are not sure. They have a medium level

of satisfaction and loyalty towards the company.

3. The third level of Customers is in the Zone Of Affection described as “Apostles”.

CRM focuses on bringing customers from level 1 to level 3 and retaining apostle

customers.

Customers’ demands for customization are increasing with every passing day. This has

made companies shift their focus from “mass production” to “mass customization”. The

present scenario of customers using “poorly implemented” multi channel strategies for

living upto the expectations of customers is bringing both customer satisfaction and

customer loyalty down the ladder.

2.4 THE BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENT

(CRM)

A recent article by the Harvard Business Review reported that increasing customer

retention rates by 5% increased profits by 25% to 95%! In fact, it determined that

customer retention is the key to increasing profits. The article continued by stating that

quality customer support is one of five primary determinants of loyalty. The number

one reason why customers defect is the perception of poor service.

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Customer Relationship Management is, however, even broader in scope than improving

customer service: CRM is also about increasing revenue. In years past, businesses were

scrambling to implement costly Enterprise Resource Planning solutions (ERP), which

were mainly about the bottom line, cutting costs by improving the flow of data and

interaction between business and customer. But understanding how technology can

increase revenues through better customer interaction is far more difficult.

Effective CRM enables sales reps, service reps, and administrative staff and often,

accounting and executive personnel, to do their job better, faster, and with less wasted

paper and time. Prospects can be followed up quickly, and sales reps have instant

access to the exact data needed for effective closing. Marketing can be analyzed for

workability and improved to create the highest return possible on the marketing dollar.

In service, customers can be handled rapidly, and the exact nature of a problem can be

quickly located and handled.

The right CRM solution enables data to flow easily and quickly within an organization,

and in most cases includes the entire organization. The net result is higher sales, happier

customers and a much-improved bottom line. The reduction in costs due to improved

personnel productivity, better sales follow up, improved marketing and service, and an

overall impressive growth in general organizational efficiency sometimes produces

almost immediate economic benefits.

The figures that corporations report of increased profits due to successful CRM

implementations range from 25% to 95%, attributable in many cases to less wasted time

and double work, and better organized schedules and data flows from staff in every

division of the company.

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CRM and Executive Management

Managing the customer relationship enables a business to identify the right customers,

target them with the right offers at the right time, and deliver that information using the

right channel; for instance, via an email campaign, direct mail, phone calls, trade

shows, etc. CRM software enables a business to retain valuable information and then

use that information to increase sales, handle specific customer service issues, and

create databases of information that reflect the specific consumer traits of its public.

Many people assume CRM is all about technology. That's only part of the story: CRM

is also about the data an organization has and the wealth of information in that data, and

how an organization's people process and leverage that data. While it is true that certain

basic formulas exist for successful sales and marketing, nevertheless, the variance

between different business models can vary hugely. A guitar manufacturer and a copier

manufacturer do, indeed, share many management points in common, but the sales

cycle, the service cycle, and the customer relationships of each are quite varied.

Forethought needs be given to setting up the system in a logical and consistent method,

enabling an organizational entity to weave its own business plan into the framework of

the software application. In this way the management of the company directs the

application to do its bidding, although the application must be flexible enough to enable

it.

CRM, Sales and Marketing

The phrase, "know your customer, help your business," certainly applies to

marketing and CRM.

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Without a doubt, a key component of CRM database analysis and implementation is

marketing. To be effective, one would hope to have marketing that reaches the right

customer with the right message at the right time using the right medium. But without

having the data available regarding one's public and buying patterns, marketing often

becomes a black hole for wasted money.

So an effective CRM application, one that enables an organization to easily gather

critical sales and marketing information, not only pays for itself very quickly, it

becomes a valuable resource for improving both the top (revenue) and the bottom

(profit) lines. The top line is improved by increasing sales through better data

management, and improving marketing effectiveness by collecting, analyzing, and

using valuable customer information. The bottom line is improved by reducing service

times and costs, and by improving the general productivity of the staff as a direct result

of the CRM solutions of task management and contact management and, in some cases,

the interface to other software programs, such as accounting applications.

Today's economy is demanding: as margins get squeezed, quality can deteriorate.

Customers don't want to spend hours on hold. Prospects often want a quote or invoice

on the spot. Without accurate record storage and quick access to information, sales reps

get far behind on their call lists and once "hot prospects" turn ice cold. Speed of particle

flow and speed of delivery is vital factors for survival, so access to data -- the same

data, from a variety of positions -- is a must. Sales, shipping, service, accounting and

even the executive branch must all have the same data, and often at the same time.

CRM dictates that anyone who touches a customer shares the same information and that

information should be easy to access by others.

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CRM and Service

Regarding service in general, the size of the organization has nothing to do with the

need to give its customers improved service. Although larger corporations do seem to

"get away" with poor service more easily than small to medium-sized businesses, most

of whom are battling stiff competition as the world becomes more automated and the

choices more plentiful, even some of the near monopolies will get the wake-up call

from smaller, more aggressive, more service-oriented companies who may wind up

taking away significant shares of their business.

People love friendly, prompt, and courteous service. It's what keeps customers coming

back year after year. And CRM software does play a significant role in not only

providing timely and effective service, but in doing so at a price that most organizations

can easily afford.

When a service call is handled the specific problem and its solution can be added to the

database. Next time the same incident occurs the service rep can locate the item and

quickly provide the solution.

CRM software enables you to record each customer service as a Service Work Order,

including detailed records of how the Service Work Order was resolved. The system

provides flexible methods of billing, including by the hour, the month, the year, or by

the Work Order (service incident). Contracts can be written for service or service and

materials. Equipment can be tracked by warranty and serial number. And a flexible

service-scheduling feature enables you to easily add, view, and delete scheduled service

appointments. (For more detailed information about this product, download the

"Service Manager" tutorial and the live "Service Manager" demo.)

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Service reps have easy access to sales, warranty, order, billing and inventory

information, enabling them to evaluate data and respond quickly to a customer's needs.

Purchasing a CRM application is a decision that takes some thought and consideration.

Some of the key elements that comprise CRM

 More effective reach and marketing

 Improved customer service and support

 Enhanced customer loyalty

 Greater efficiency and cost reductions

 Improved company communication and networking through better access to

quality information

 A better stand against global competition

2.5 CRM STRATEGIES

Benefits

Reduce costs through an optimal mix of channels and streamlined customer service

operations.

• Strengthen customer loyalty and increase sales by delivering more

personalized service and information.

• Improve customer service by providing representatives with integrated, up-to-

date information about each customer – from recent transactions to current

service problems.

• Better manage the complete customer lifecycle across all touch points.

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 • Increase revenues by identifying and leveraging cross-selling opportunities that

are rooted in accurate customer data and solid employee training.

• Enhance profitability by gaining better insights into how the client’s customer

approach is helping – or hurting – the bottom-line.

2.6 THE ROLE OF INFORMATION TECHNOLOGY IN CRM

In considering how CRM should be implemented, information technology has a pivotal

role to play in enabling companies to maximize profitability through more precise

targeting of market segments and the micro segments within them. We are now in a

new era of technology-enabled marketing, which involves leveraging relationships

through the use of technology. Powerful new technological approaches involving the

use of databases, data marts, data warehouses, data mining and one-to-one marketing

are now assisting organizations to increase customer value and their own profitability.

Technology can greatly assist in managing the data required to understand

customers so that appropriate CRM strategies can be adopted. In addition, the use of

IT can enable the necessary data to be collected to determine the economics of

customer acquisition, retention and lifetime value.

Given the dramatic effect that improved customer retention can have on business

profitability, organizations need an approach that leads to greater customer loyalty,

enhanced retention and profitability.

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To improve customer retention; three steps are needed:

 Measurement of customer retention,

 Identification of root causes of defection and related key service issues;

 The development of corrective action to improve retention.

Measurement of existing customer retention rates is the first critical step in the task of

improving loyalty. This involves measuring retention rates and profitability analysis by

segment. Managers should determine the impact on profitability of various factors

related to customer retention and acquisition. These include changes in: the cost of

acquisition, the number of new customers acquired, the profitability of retained

customers, and the retention rate.

Besides acquisition and retention, lifetime value will need to be identified by market

segment and needs to address how to improve it. Clearly improving retention can have

a huge impact on lifetime profitability. The business will also need to consider how

they will get the greatest benefit from their acquisition activities. To facilitate improved

acquisition, retention and lifetime value, companies need to utilize the appropriate

technology tools to assist this process.

In the business-to-business context an example of this would be sales force automation

- creating an information empowered sales force, which increases the sophistication of

customer management. This can dramatically improve sales force productivity and

significantly enhance the bonds with the customer.

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In business-consumer organizations who are dealing with a large number of customers,

a critical issue will be increasing the quality of customer contact through tools such as

sophisticated call centers and electronics commerce.

Organizations will need to determine the appropriate customer management strategy

and then develop the appropriate information technology platform to suit their

requirements, now and in the future. This may involve a creative blending of a range of

information technology infrastructures starting with databases and then progressively

moving towards data marts, enterprise data warehouse and integrated CRM solutions

using electronic commerce. It may also involve using approaches such as data-mining,

event-driven marketing and channel optimization. The ultimate objective of this will be

to identify opportunities for increased profitability through enhanced customer

acquisition, improved customer retention and targeted cross selling.

2.7 DEVELOPING APPROPRIATE METRICS

Central to achieving success will be the development of new metrics to measure

performance in CRM across the business. It is increasingly being recognized that there

are linkages between employees satisfaction, employee retention, customer

satisfaction, customer retention, sales and profitability. A number of academics and

consultants have developed models based on these linkages.

2.8 CRM IMPLEMENTATION ISSUES

Customer Relationship Marketing is being increasingly viewed, as a major element of

corporate strategy, there is confusion about what it means in practice. Further, many

organizations are adopting CRM practices on a fragmented basis through a range of

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activities such as direct mail, help desks, call centres and loyalty cards. These activities

are often not properly integrated.

Where CRM is well understood as a concept, many board-level managers are still

unclear as to how a particular CRM approach should be cost-effectively implemented

and what technology options should be adopted.

The starting point for introducing or further developing CRM must be determined from

a strategic review of the organization’s current position. Companies need to address

four broad issues: what is our core business and how will this evolve in the future; what

form of CRM is appropriate for our business now and in the future; what IT

infrastructure do we have and what do we need to support the future organization

needs; and what vendors and partners do we need to choose?

An organization should first examine its core business and consider how will it evolve

in the future. It then needs to consider the form of CRM that is appropriate for their

business now and in the future and what organization resources does it have to support

the business now and in the future.

Having identified the present and future focus of CRM, the organization then needs to

address the appropriate information architecture to enable their CRM strategy to be

implemented. Stated simply the task is how can we exploit technology for improved

CRM.

As organizations increase their sophistication they will need to creativity integrate these

technologies. “Planned evolution” is a good way of summarizing the technology

approach to building the backbone to support the relevant CRM strategy that has been

mapped out for the business.

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An essential element of achieving successful implementation is to ensure that their

strategy is underpinned by viable and appropriate technology architecture. This

involves the selection of vendors and partners based on issues of customization

capability and other appropriate commercial factors including both technological and

commercial criteria.

The new millennium, Customer Relationship Management will have advanced

considerably and we will have reached much more sophisticated level of one-to-one

marketing and data mining. There is now an enormous opportunity for organisations to

improve their ‘customer ownership’ by building a co-ordinated and integrated set of

activities which address all the key strategic elements of CRM. Ultimately, however,

organisations’ success in CRM will involve creating an appropriate strategic vision for

the future, making the appropriate choice of applications, creatively using appropriate

analytical techniques to exploit the data, and choosing the right vendor for supply of the

technology solution.

2.9 ELEMENTS FOR SUCCESS OF CRM

To ensure the success of CRM the following things need to be kept in mind:

• Define fewer high-priority business requirements.

Focus on the most pressing goals, such as reducing attrition among your most valuable

customers, or increasing revenue per customer. Only after these goals have been

achieved should the initiative be spread across the enterprise.

• Communicate these immediate objectives to every member of the team.

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Regardless of department, employees should clearly understand the business rationale

and desired results. Managers should include incentives, making the project a top

priority.

• Do something near-term that demonstrates payback.

The most common complaint from business managers about software development is

that results – if they come at all – are not available until all the money has been

invested. The greatest complaint from developers is that business managers don’t

understand that they can’t have results until the software has been built. To maintain the

support of senior management and key investors, achieving a succession of short-term

goals, with measurable results, is crucial in moving forward with the long-term goal of

true relationship marketing.

The Elements of CRM

Sales Force Customer Service/Call Marketing

Automation Center Management Automation

Call centers
Call center telephone sales managing aspects Campaign
of customer contact management

E-commerce

Web-based Content
Field sales
self service management

Retail

Data analysis
Third-party brokers,
Field services and business
distributors, agents
and dispatch intelligence tools

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 Figure 4. Elements OF CRM

Source: Computer world Jan’02.

2.10 BENEFITS OF A WELL DEFINED CRM INFRASTRUCTURE

A well-designed CRM infrastructure will enable you to:

• Integrate and coordinate multiple customer touch points (e-mail, call center,

direct sales, POS, direct mail, etc.)

• Extend the definition of a customer or program without negatively impacting

application design;

• Add new system components and applications without redesign;

• Define new business processes and data;

• Add new data sources without compromising performance; and

• Support simultaneous users and add new business units.

Benefits of a well-constructed CRM infrastructure include:

• Reduced deployment capital and expense costs;

• Reduced ongoing management costs;

• Additional revenue-generating opportunities and

• Customizable systems that leverage your existing CRM technology investments.

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2.11 RELATIONSHIP MARKETING AND CUSTOMER LIFETIME VALUE

FOR CELLULARS

Relationship marketing is not about having a "buddy-buddy" relationship with your

customers. Customers do not want that. Relationship Marketing uses the event-driven

tactics of customer retention marketing, but treats marketing as a process over time

rather than single unconnected events. By molding the marketing message and tactics to

the LifeCycle of the customer, the Relationship Marketing approach achieves very high

customer satisfaction and is highly profitable.

The relationship marketing process is usually defined as a series of stages, and there are

many different names given to these stages, depending on the marketing perspective

and the type of business.

For example, working from the relationship beginning to the end:

Interaction > Communication > Valuation > Termination

Awareness > Comparison > Transaction > Reinforcement > Advocacy

Suspect > Prospect > Customer > Partner > Advocate > Former Customer

Using the relationship marketing approach, you customize programs for individual

consumer groups and the stage of the process they are going through as opposed to

some forms of database marketing where everybody would get virtually the same

promotions, with perhaps a change in offer. The stage in the customer Lifecycle

determines the marketing approach used with the customer.

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A simple example of this would be sending new customers a "Welcome Kit", which

might have an incentive to make a second purchase. If 60 days pass and the customer

has not made a second purchase, you would follow up with an e-mailed discount. You

are using customer behavior over time (the customer LifeCycle) to trigger the

marketing approach.

Customer Lifetime Value for Cellular

We all know that today, marketing programs must include a measurable customer

understanding in order to be successful. One element that helps quantify our

understanding of customer profitability is Customer Lifetime Value (CLV). If carefully

calculated, and with widespread organizational buy-in, it becomes the first metric to

turn to for all customer marketing and planning.

However the Life Time Value concept has been misunderstood over the last several

years. It may not be necessary to figure out an absolute Life Time Value for a customer

or wait "a lifetime" to find out the exact value to use the concept in managing customer

value in order to develop successful marketing campaigns that effect the bottom-line

quickly.

CLV as It Applies to Cellular

The obvious goal is keeping the customers with highest CLV as long as possible and

determining the attributes of those high CLV customers for use with prospects.

Basically, there are three main components to the CLV formula: revenues, customer

tenure and expenses.

1. Revenue: Revenue formulas of past behavior used to determine future revenues.

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 2. Tenure: Retention modeling used to understand leading indicators for customer

"churn."

3. Expenses: The major difficulty in computing CLV is not in computing

customer income; it's the expense. It is difficult to determine how to apply various

departmental company expenses to individual customers.

Unfortunately, almost ALL of the relatively "constant" figures that help calculate CLV

in other industries literally change as soon as they are calculated when it comes to

cellular services:

1. Phone Equipment Costs and Revenue. The negotiated sales rates form the

various phone vendors changes based on supply, consumer demand and buying

ability of the telecommunications vendor.

2. Service Rates and Rate Plan Structures. Rates change almost monthly for

most carriers. Even the rate plan structures change as soon as you (and the

consumers) understand them. For instance, AT&T wireless's "all-you-can-eat" and

Cingular's "roll-over Minutes" rate plan structures obviously put a dent into

calculating meaningful Customer Lifetime Valuation.

3. Mobile Phone Features and Usage. Everything from the amount of "Roadside

Assistance" packages to the incredible early mistakes of WAP pricing demonstrate

just how volatile these features can be to calculating anything resembling accurate

CLV.

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 4. Service Contract Models. Tenure based on consumer contracts that vary from

one to three years; technology that changes as soon as the contract is signed, phone

number transportability issues, and more.

Additionally, most consumers have been affected by one of the consolidations, mergers,

or corporate "buys" that the industry has been witnessing recently.

As a result, consumer brand loyalty is at an all-time low.

2.12 SCOPE OF CRM:

Customer Relationship Management (CRM) is developing into a major element of

corporate strategy for many organizations. CRM, also known by other terms such as

relationship marketing and customer management, is concerned with the creation,

development and enhancement of individualized customer relationships with carefully

targeted customers and customer groups resulting in maximizing their total customer

life-time value.

Industry leaders are now addressing how to transform their approach to customer

management. Narrow functionally based traditional marketing is being replaced by a

new form of cross-functional marketing - CRM. The traditional approach to marketing

has been increasingly questioned in recent years. This approach emphasized

management of the key marketing mix elements such as product, price, promotion and

place within the functional context of the marketing department.

The new CRM approach, whilst recognising these key elements still need to be

addressed, reflects the need to create an integrated cross-functional focus on marketing

- one which emphasizes keeping as well as winning customers. Thus the focus is

34
shifting from customer acquisition to customer retention and ensuring the appropriate

amounts of time, money and managerial resources are directed at both of these key

tasks. The new CRM paradigm reflects a change from traditional marketing to what is

now being described as ‘customer management’.

The adoption of CRM is being fuelled by recognition that long-term relationships with

customers are one of the most important assets of an organisation and that information-

enabled systems must be developed that will give them 'customer ownership'.

Successful customer ownership will create competitive advantage and result in

improved customer retention and profitability for the company.

In many companies there is still confusion as to what CRM is all about. To some it is

about a loyalty scheme, to some it is about a help desk. To others it is about a relational

database for key account management and for others it is about mass profiling the

customer base without undertaking detailed segmentation. Relatively few organizations

have implemented an integrated approach, which addresses all the key strategic

elements of CRM. Only a small number of businesses have a clear idea what should be

done with information technology in order to successfully implement CRM.

Traditional marketing is no longer enough. The amount an organisation spends on

marketing is not necessarily related to its marketing effectiveness. Some organizations

undertake relatively little marketing activity and as a result have a fragmented customer

base, poor market positioning and low levels of marketing effectiveness.

Other organizations have been successful with relatively little expenditure on

marketing. For companies such as Virgin Atlantic, The Body Shop and First Direct,

public relations and word-of-mouth marketing have been very important to them, so

35
that despite fairly low levels of advertising spend they are highly effective in their

marketing.

Many organizations, despite heavy investment in marketing departments and marketing

activities, have achieved poor results from their marketing effects; quite a number of

financial services companies fall into this category. We call this “marketing trappings”

marketing.

Relatively few organizations have adopted relationship marketing and CRM approaches

to effectively harness the tools of marketing to deliver real increased customer value

and, with the help of technology, developing appropriate long-term relationships with

customers.

To achieve success, businesses need to have the appropriate measurement systems and

marketing metrics in place to ensure there are effective in terms of their use of

customer-focused resources. Over the past two decades businesses have developed

sophisticated approaches to measurement in other functional activities within their

business - in Operations, Finance, IT and Human Resources. However, the Marketing

function may be the last bastion of inadequate and inappropriate metrics

Traditional marketing activities, which emphasize customer acquisition, are no longer

sufficient. CRM recognizes that marketing starts after the sale is over, not when the sale

is completed.

In future marketing will need to create much stronger metrics so that strategies can be

evaluated rigorously.

36
 CHAPTER 3
ABOUT AIRTEL

3.1 COMPANY PROFILE

Airtel comes to you from Bharti Cellular Ltd. A consortium of giants in the

telecommunication business.

Airtel launched it's services in Delhi on November 14,1995. It has at present over Six

lakh fifty thousand customers in it's seven years of pursuit of greater customer

satisfaction, Airtel has redefined the business through marketing innovations,

continuous technological up gradation of the network, introduction of new generation

value added services and the highest standard of customer care.

Airtel has consistently set the benchmarks for the Indian cellular industry to follow.

 First to launch cellular service in Delhi on November 1995.

 First operator to revolutionize the concept of retailing with the inauguration of

AirTel Connect (exclusive showrooms) in 1995. Today AirTel has 20 Customer

Care Touch points called "Connects" and over 350 dealers in Delhi and NCR

towns.

 First to expand it's network with the installation of second mobile switching

center in April, 1997 and the first in Delhi to introduce the Intelligent Network

Platform First to provide Roaming to its subscribers by forming an association

called World 1 Network.

37
  First to provide roaming facility in USA. Enjoy the mobile roaming across 38

partner networks & above 700 cities Moreover roam across international

destinations in 119 countries including USA, Canada, UK etc with 284 partner

networks.

3.2 AWARDS

 Consecutively for four years 1997,1998, 1999 and 2000,AirTel has been voted

as the Best Cellular Service in the country and won the coveted Techies award.

 The Asia Pacific Award for the Most Innovative HR practices-2000.

 The Golden Peacock National Training Award for excellence in Training

practices-2000.

 The Golden Peacock National Quality Award-2001.

 BCL is first mobile communication service provider in India to be certified for

ISO 9001:2000 and 1st in world certified by British Standards Institution for Mobile

Communication.

 Born a leader, the first cellular service in Delhi, AirTel has maintained

leadership through constant innovations that have redefined standards of cellular

services in India.

 First to introduce a wide array of value added services like Smart mail, Fax

facility, Call Hold, Call waiting, Web message, Information services etc. to enhance

the convenience of its subscribers.

38
3.3 VISION

• To make mobile communications a way of life and be the customers' first choice’.

3.4 MISSION

We will meet the mobile communication needs of our customers through:

• Error- free service delivery

• Innovative products and services

• Cost efficiency

• Unified Messaging Solutions

3.5 BHARTI VALUES

Innoventuring

• We will generate and implement entrepreneurial and innovative ideas, which will

continuously create new growth engines.

Customer First

• We are committed to delivering service beyond the expectations of the customer. Our

quality of customer responsiveness clearly differentiates us from others.

Performance Culture

• We benchmark our processes and performance against world-class standards. We

distinguish between performers and non-performers by valuing achievement at the

39
individual as well as the team level. Ours is a culture of inclusively where feedback,

learning and ideas are actively encouraged, sought and acted upon.

Valuing Partnership

• We are committed to building exemplary relationship with our partners, which stand

on the principles of mutual trust and mutual growth.

Valuing People

• We nurture an environment where people are respected and their uniqueness is

valued. We believe that people are our key differentiators.

Responsible Corporate Citizenship

• We are committed to making a positive and proactive contribution to the community.

As a responsible corporate citizen we will contribute to and abide by environmental and

legal norms.

Ethical Practices

• We will uphold the highest ethical standards in all internal and external relationship.

We will not allow misuse or misrepresentation of any kind.

3.6 AIRTEL QUALITY STATEMENT

We will deliver error free "Mobile Communication Services" through Customer Service

Attitude, Employee Empowerment, Speed, Creativity and Continuous Improvement.

40
3.7 RECENT ACHIEVEMENTS

AirTel has won the prestigious Techies Award for Best Cellular Phone Service in the

country for the third year in a row!

“This award is a tribute to the faith that you repose in us. It is your expectations that

have encouraged us to constantly improve so that we can deliver the highest standards

of service to you - always.”

41
 CHAPTER 4
CRM AT AIRTEL

4.1 ANALYSIS AND FINDINGS FROM THE CUSTOMER CARE

DEPARTMENT

On talking to the employees of the customer care department the following things were

found out:

 Airtel started its CRM programs in May2002.

 The main objectives of CRM are as follows:

• Personalized and customized service.

• Regular updates.

• Track of regular interactions.

 The major CRM strategy is increased customers through increased Customer

Satisfaction.

 The company is making use of e-CRM for customer satisfaction.

 A special database of customers is maintained and this database is updated

weekly.

 The customers are divided into different segments on the basis of the amount of

billing received from them.

42
 The four categories of customers are:

• Corporates-These include the top 200 Corporates, which form about

40% of the segment of the client base.

• Enterprise- These are the customers from the enterprise.

• VIP’s- These include the top-notch people, the ministers, actors and

other famous people.

• Club- These include all the general customers other than those included

in the corporates and the High profile customers with whom around 60%

of the business is done.

 The customer care cell has been divided into four departments:

• Hotline- This department handles the start-up customers.

• Care Touch- This department takes care of the Corporates and

Executive Class for maintaining Customer Relationships.

• Retention- This department takes care of the churn and takes special

care to retain the existing customers.

• Outbound- This department takes care of the back-end processing.

 The CRM is implemented through the customer Care Executives. There are

around 100 Customer Care Executives at Airtel.

43
 The effectiveness of CRM is measured through CSMM (Customer Satisfaction

Management and Measurement), an external research agency, IMRB has been

given the task of doing this.

 Special Loyalty Programs and incentive schemes are designed for the

privileged and the regular customers. Initially these programs were for the

Upper Base of Customers, Usually the one’s from whom the billing was of more

than Rs. 1500 but now these are for all the customers. One of the recent CRM

programs includes “Rewarding Relationships”.

 There is a special complaint handling system, The Customer Help and the

response time for handling these complaints varies depending on the nature of

the complaint. The maximum time that can be spent on handling a complaint is

10 days.

 Regular suggestions and feedback is incorporated in their service offering. The

people from the Retention Department call up the customers from time to time

to find out their view points.

 A special Training is given to the employees at the time of induction.

 Also a 4-5 Day training is given to these people on using the e-CRM systems.

 As a result of the CRM initiatives taken by Airtel Net Churn has gone down to

3782 people in January ‘2003 from 15,000 people in October ‘2002.

 Today AirTel has 20 Customer Care Touch points called "Connects" and over

350 dealers in Delhi and NCR towns

44
4.2 ANALYSIS OF CUSTOMER SURVEYS

Q 1. Airtel gives you prompt services.

70
60
60

50

40

30
20
20
10 10
10

0
Disagree Can't Say Agree Strongly Agree

Figure: 5: Prompt Services

Analysis:

On the basis of the responses obtained from the people it was found that 60% of the

respondents agree that Airtel gives prompt services and 20% strongly agree on this

point thus indicating that in terms of service delivery, Airtel has a high rating. There are

some people i.e only 10% who disagree on this and 10% responded by not saying

anything on this aspect.

45
Q 2. Employees at Airtel are always willing to help you.

80 75

70

60

50

40

30

20
10 10
10 5

0
Disagree Can't Say Agree Strongly Agree

Figure: 6: Employees willingness to help

Analysis:

75% of the respondents agree that Employees at Airtel are always willing to help the

customers and 10% strongly agree to this point. Only a 5% of respondents disagree on

this point and 10% people did no want to say anything on this particular aspect. Thus,

we can say that the employees at Airtel are willing to help the people indicating the

responsiveness of the company.

46
Q 3. Your queries and complaints are handled immediately by the Customer Care

Department.

70
60
60

50

40

30

20 15
13 12
10

0
Disagree Can't Say Agree Strongly Agree

Figure: 7:Immediate handling of queries and complaints

Analysis:

About 60% of the respondents agree that the customer care department handles their

complaints immediately. 15% of the people strongly agree on this point. 12% of the

respondents can’t say anything on this aspect as they did not feel the need to complain

and only 13% of the respondents disagree on this point, probably due to some kind of

delay in their complaint being handled. Thus we can say that Airtel people are

responsive enough and make attempts to handle the complaints on time.

47
Q 4. Airtel provides its services at the time it promises to do so

90 84
80

70

60

50

40

30

20
10
10 6

0
Disagree Can't Say Agree

Figure: 8: On time services

Analysis:

About 84% of the respondents feel that Airtel delivers the services at the time it

promises to do so. Around 6% of them disagree on this particular aspect and only a

10% were not sure as to what could be said abut this. Thus, we can say that Airtel is a

reliable service provider and provides the services at the time it promises to do so.

48
Q 5. Airtel keeps its customers informed about all its services and how they will be

delivered.

90
78
80
70
60
50
40
30
22
20
10
0
Agree Strongly Agree

Figure: 9: Keeping customers informed

Analysis:

On the basis of the responses received, it was found that 22% of the people strongly

agree that Airtel keeps its customers well informed about the services it offers and 78%

of the people agree to this point. There were no respondents who disagree on this

aspect. Most of the people feel that Airtel has very good advertising and also Airtel

makes people aware of all its services from time to time by means of giving them

regular calls also.

49
Q 6. When you have a problem, the company shows a sincere interest in solving it.

90
80
80

70

60

50

40

30
20
20

10

0
Agree Strongly Agree

Figure: 10: Company’s interests in solving problem

Analysis:

On the basis of the responses, it was found that 80% of the respondents agree that the

company shows a sincere interest in solving their problems and 20% strongly agree to

this point. There were no respondents to disagree on this aspect thus indicating that the

company is highly responsive and empathetic towards its customers

50
Q.7 Airtel gives you individual attention.

70

60 58

50

40
30
30

20
12
10

0
Can't Say Agree Strongly Agree

Figure: 11: Individual attention

Analysis:

On being asked about whether the company gives individual attention to its customers,

we see that about 58% of the people were not in a position to say anything on this

particular aspect. 30% of the people agree to this point and 12% strong agree. Thus, we

can say that most of the people either did not feel the need for individual attention or

are not aware of it. But, nobody wanted to disagree on this aspect.

51
Q 8. The employees at Airtel understand your individual needs and offer flexibility

in the services as per your requirements.

50
45
45
40
35
30
25
25
20 17
15 13

10
5
0
Disagree Can't Say Agree Strongly Agree

Figure: 12: Flexibility in services

Analysis:

The results here show that 45% of the respondents agree that the company offers

flexibility in their services as per individual needs and 25% strongly agree on this

point.25% of the people can’t say anything on this and 13% of the people disagree with

this statement. Thus, we can say that most of the people feel that there is flexibility in

service as per individual needs.

52
Q 9. The web site of Airtel is interactive and user-friendly

60 56

50

40
32
30

20
12
10

0
Can't Say Agree Strongly Agree

Figure: 13: Interactivity of Airtel’s website

Analysis:

Around 56% of the people did not feel the need to visit the website of Airtel so they

could not say any thing about how interactive it was. There were 32 % respondents who

felt agreed to it and 12% who strongly agree with this.

53
Q 10. Airtel uses the latest technology in its services.

45
40
40
35 32
30
24
25
20
15
10
4
5
0
Disagree Can't say Agree Strongly Agree

Figure: 14: Latest technology

Analysis:

On asking about the opinion of the people in terms of the technology being used by

Airtel 40% of the people did not want to comment on the technology aspect. 32% of the

people agreed that Airtel uses the latest technology and 24% of them strongly agreed on

this aspect. Only a small 4% of people disagreed, probably because they feel Airtel

should be using some other technology.

Q 11. You feel that the employees at Airtel are courteous with you.

54
 60 55

50

40

30
24
20
12
9
10

0
Disagree Can't say Agree Strongly Agree

Figure: 15: Courteous employees

Analysis:

55% of the respondents agree to the statement that the employees at Airtel are

courteous and 24% of them strongly agree to it. 12% of the respondents did not say

anything about this whereas a 9% of the people disagree with it. The reason could be

some kind of bad experiences that they had with the employees.

55
Q 12. Employees at Airtel have the knowledge to answer your questions.

80
67
70
60
50
40
30
19
20 14
10
0
Disagree Agree Strongly Agree

Figure: 16: Knowledgeable employees

Analysis:

Talking about the knowledge of the employees in handling customer queries, we can

say that most of the people agree that Airtel has the employees who are trained well to

answer the queries of the customers. 67% of the respondents agree to this and 19%

strongly agree with this. A very few people disagree with this statement. The reasons

for this could vary from individual to individual. Thus, overall we have the expression

that the employees are good and knowledgeable also.

56
Q 13. Airtel takes care of the confidentiality and the privacy of its customers.

70
63
60

50

40 34

30

20

10
3
0
Can't say Agree Strongly Agree

Figure: 17: Confidentiality and privacy

Analysis:

Most of the respondents agreed on the aspect that the confidentiality and privacy of

the customers is maintained. The percentage of the people who agree to this was as

high as 63%. 34% strongly agree to this point and only 3% of the people disagree

with it. Thus, we can say that the company is responsive enough and we can rely on

it.

57
Q 14. Rate the following on a scale of 1 to 5 in terms of the quality of service

offered by each service provider.

1. Airtel.

2. Hutchinson Essar.

3. Idea.

4. MTNL.

AIRTEL

45 41
NO. OF RESPONDENTS

40
35
30
25 23
20 16
14
15
10 6
5
0
1 2 3 4 5
RATINGS

Figure: 18: Service quality of Airtel

58
 HUTCHINSON ESSAR

40 38
NO. OF RESPONDENTS

35
30
25 22 22
20 15
15
10
5 3
0
1 2 3 4 5
RATING

Figure: 19: Services quality of Hutch

IDEA

50 47
NO. OF RESPONDENTS

40

30
21
18
20
10
10 4
0
1 2 3 4 5
RATING

Figure: 20: Service quality of Idea

59
 MTNL

40 37
NO. OF RESPONDENTS

35
30
25 22
19
20
15 12
10
10
5
0
1 2 3 4 5
RATINGS

Figure: 21: Service quality of MTNL

Analysis:

From the comparisons of the ratings given to the different service providers we find

that Airtel has got the highest number of respondents giving it a rating of 4 or 5.

In case of Idea, 47 respondents have given it a rating of 3 whereas MTNL has got a

rating of 3 by 37 respondents.

Around 38 respondents have given Hutch a rating of 2.

From this comparison we can conclude that Airtel has a higher rating in terms of

quality of service offered in comparison with other service provides

60
Q 15. How would you rate Airtel on a scale of 1-5 on the following parameters.

1. Instant connectivity. 5. Billing

2. Clarity Of Voice. 6. Latest Schemes and

offers.
3. Network Coverage
7. Behaviour of employees.
4. Activation
8. Value added services

AIRTEL
50

45

40

35
NO OF RESPONDENTS

1 30
2
3 25
4
5
20

15

10

0
INSTANT CONNECTIVITY

NETWORK COVERAGE
CLARITY OF VOICE

LATEST SCHEMES AND

BEHAVIOUR OF

VALUE ADDED SERVICES

BILLING
ACTIVATION

EMPLOYEES
OFFERS

PARAMETERS

Figure: 22: Rating for Airtel’s service

61
Analysis:

From the figure 22 we find that the Airtel has a very good rating in terms of the

parameters used to evaluate the kind of service it is offering. In terms of network

coverage most of the respondents have given it a rating of 5. In terms of latest schemes,

value-added services and clarity of voice; most of the respondents have given it a high

rating of 3, 4 or 5.

In terms of activation, billing and behaviour of the employees the ratings are

comparatively lower.

62
Q 16. If given a choice, would you like to switch over to some other cellular

service.

90
80
70

60
50
40
30
20
10
0
Yes No

Figure23: Switching to other cellular services

Analysis:

Most of the respondents were happy with the services being provided by Airtel and

were not interested in switching over to some other service provider. 83 % of the people

wanted to continue availing the service of Airtel and only 17 % of the people wanted to

switch over to some other service providers. The reasons for this varied from cheaper

airfares to better connectivity etc.

63
 CONCLUSION

 The initiatives taken by Airtel in CRM have helped Airtel to achieve a great

amount of success.

 On measuring the effectiveness of the services provided by Airtel in terms of

responsiveness, reliability, empathy, assurance and tangibles it was found that the

overall perception about its service quality is quiet high.

 Born a leader, the first cellular service in Delhi, AirTel has maintained

leadership through constant innovations, which have redefined standards of cellular

services in India.

 Airtel being the first to introduce a wide array of value added services like

Smart mail, Fax facility, Call Hold, Call waiting, Web message, Information

services etc. to enhance the convenience of its subscribers, has been able to achieve

the title of best cellular service provider for five consecutive years.

 By means of relationship marketing Airtel has been able to reduce the rate of

churn. The Net Churn has gone down to 3782 people in January ‘2003 from 15,000

people in October 2002.

 Airtel is making use of the latest technology and focusing on building long term

relationship with the customers as a result of which most of the people perceive

Airtel as the best cellular service provider in Delhi.

64
 LIMITATIONS

 The study was limited only to Delhi region due to constraint of time.

 The sample size taken for the study was small as the time allotted for the study was

very less .

 Problems were faced in getting the appointments of the employees of Customer

Care Division of Airtel.

 The employees at Airtel were not willing to disclose the details about the

functioning of the CRM database.

 At times the customers using Airtel services were not willing to respond, hence lots

of efforts were made to convince them to fill the questionnaires.

65
 BIBLIOGRAPHY

BOOKS

 Balachandran , S.(1999), “Customer Driven Service Management”, Response

Books.

 Burnett, K. (2001), “Handbook Of Key CRM” Addison Wesley Longman , Delhi.

 Greenberg Paul (2001), “CRM At The Speed Of Light” Tata McGraw Hill

Publishing Company, New Delhi

 Seth Jagdish N & Parvatiyar ( 2002) “Handbook Of Realationship Marketing” ,

Response Books.

JOURNALS AND ARTICLES:

 Jain Rajnish & Jain Sangeeta , Journal Of Service Research (0ctober ’02- March

’03) “Measuringb Customer Relationship Management”, pp: 97-107.

 Jaiswal M.P & Sharma Anjali, “The Business And Strategic Need”, e-Commerce

(January 2002).

WEB SITE LINKS

 www.CRMassist.com

 www.adaptcrm.com

 www.crmcommunity.com

 www.crmguru.com

66
 ANNEXURE

 AIRTEL CONNECTS

 QUESTIONNAIRE-1-

 QUESTIONNAIRE –2-

67
 ANNEXURE

AIRTEL CONNECTS

The following are the AirTel dealers in Delhi and surrounding satellite areas. The search can be simplified using

the sorted listing based on the areas listed below:

Delhi Faridabad Ghaziabad

Gurgaon New Delhi Noida

Firm Name Address Tel# Fax# Contact Mobile No. E-mail

A S Communications F-3/18 2449450 2449450 Mr. Anil Gupta 9810112332 ascommunications
(Near Ashok Nursing Home), 2449451 @mantraonline.com
Krishna nagar, 2449452
Delhi
Hiline-F 5-R/1 91-5426333 91- Jitender bhalla 9810018643
B K Chowk 5426333 9810018601
Near Times Bank Nit
Faridabad
Doodle Powel A-1/9 91-4736798 91- Anil Ji Garg 9810020872 doodlepowel@mantr
Mohan Palace, 91-4735105 aon

68
 New Arya Nagar, 91-4732171 4736798 line.com
Meerut Road
Ghaziabad
Cellpage Communications Shop no. 1 Sikanderpur Market, 91-6357067 6224608 Rajesh Chabra 9810020848 [email protected]
Gurgaon-Mehrauli Road 91-6364057 9810259059 et.in
Gurgaon Naveen Dua 9810048495
Airphone Comm. (C) Ltd. 37, 5158389 5150088 Soami bhatia 9810020902 [email protected].
North-West Avenue 5164008 net.in
Punjabi Bagh Club Road,
Punjabi Bagh
New delhi
Challanger Computers Ltd. 23 B, 5823670/1/2 5823672 Sunil Gupta 9810118001 [email protected]
Pusa road Manoj Gupta m
New delhi 9810081292
Hitech Cellular & Paging UA-28 2946224 / 7 5799032 S K Kaul 9810069777 sumant_kaul@hotm
Services Jawahar Nagar, ail.
Ltd-k Bunglow Road, com
Kamla Nagar,
New Delhi
Sheebatel C-7, Jail Road, 5141235 Manpreet 9810022629 sheebatel@mantrao
New Delhi 5140297 Singh Baweja nline
.com

Shop no. 5,
6852424 aurotel@mantraonlin
Aurotel Communications (P) M B D A V Bldg. Sumesh
6852327 6851965 9810011119 e.
Ltd Yusuf Sarai Sekhri
6851964 com
New delhi-16

A-20, 6917750
cellcom12@hotmail.
Cell Com Lajpat nagar II 6321122 6917751 Vinod Chopra 9810059949
com
New delhi-24 6321133

69
 S-5, 6433471
Madhur
Vidur & Co. Greater kailash-I 6433472 6433471 9810050965
Madhav
New delhi-48 6433473

20-A Basant lok,

6143959 [email protected]
Cell-Sell Vasant vihar 6143959 Mrs. Sobti 9810043173
6143969 m
New delhi-57

22 Kapil Vihar
7182792 Ashok Jain 9810180346 Northwest@mantrao
North West Communication Pitampura
7182564 K P Jain 9810046034 nline.com
New Delhi

M-5 3752481
P V International Connaught Place 3752480 Vivek Nanda 9810188708
New Delhi - 110 001 3752483

A-13,
Vishal Enclave 5179394 9810069493
Air Communication 5179494 Balram Garg
Rajouri Garden 5179494 9810293940
New Delhi

N- 5 Bajrang House, South Ext –

Sameer Gogia 9810110510
Cellent 1,
Darpan Gogia 9810010510
New Delhi

Savitri Market,
91-4591427 hillne@mantraonline
Hiline-N G-26 Sector 18 Sumeet Bhalla 9810018607
91-4514344 .com
Noida

70
QUESTIONNAIRE-1

(To be filled by Airtel Customers)

This questionnaire is solely for academic purpose.

Kindly indicate your choice by placing a tick on the appropriate option.

Strongly Disagree Can’t Say Agree Strongly

Disagree Agree

Q1. Airtel gives you prompt services.     

Q2. Employees at Airtel are always     

willing to help you.

Q3. Your queries and complaints are     

handled immediately by the Customer
Care Department..

Q4. Airtel provides it’s services at the     

time it promises to do so.

Q5. Airtel keeps its customers informed     

about all its services and how they
will be delivered.

Q6. When you have a problem, the     

company shows a sincere interest in
solving it.

Q7. Airtel gives you individual attention.     

Q8. The employees at Airtel understand     

your individual needs and offer
flexibility in their services as per your
requirements.

Q9. The Web-Site of Airtel is interactive     

and user-friendly.

Q10. Airtel uses the latest technology in     

its services.

Q11. You feel that the employees at Airtel     

are Courteous with you.

71
Q12.Employees at Airtel have the     
knowledge to answer your questions.

Q13.Airtel takes care of the confidentiality     

and the privacy of its customers.

Q14. Rate the following on a scale of 1 to 5 in terms of the quality of service offered

by each service provider.

1. Airtel

2. Hutchinson Essar

3. Idea

4. MTNL.

Q15. How would you rate Airtel on a scale of 1-5 on the following parameters.

9. Instant connectivity.

10. Clarity Of Voice.

11. Network Coverage

12. Activation

13. Billing

14. Latest Schemes and offers.

15. Behaviour of employees.

16. Value added services

72
Q16. If given a choice, would you like to switch over to some other cellular service. If

Yes, state the reason for the same.

…………………………………………………………………………………………

……

Name: __________________________________

Age: __________________________________

Address: __________________________________

Kind of service availed: Prepaid  Postpaid 

73
 QUESTIONNAIRE-2

(For The Customer Care Manager)

1. Do you have any CRM programs? If Yes, since when are you implementing these

programs?

2. What are your objectives of CRM programs?

i. ……………………

ii. ……………………

iii. ……………………

iv. ……………………

v. ……………………

3. What are your CRM strategies?

…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
………………………………………………………………

4. List down the parameters used by you to measure the effectiveness of your

CRM programs?

(i) ……………………

(ii) ……………………

(iii) ……………………

(iv) ……………………

(v) ……………………

74
(vi) ……………………

(vii) ……………………

(viii) ……………………

(ix) ……………………

(x) ……………………

5. Do you maintain a database for your customers? What measures are taken to update

the database?

………………………………………………………………………………………
………………………………………………………………………………………
………………………………………………………………………………………
………………………………………………………

6. How does this database help you in implementing the CRM programmes?

…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………….

7. On what basis do you segment your customers?

• Geographic

• Demographic

• Psychographic

• Behavioural

• Any other…………………………….

75
8. How often do you conduct a Market Research Program for identifying customer

expectations and their perceptions?

• Within 3 Months

• Within 6 Months

• Yearly

• Never

• Any Other………………………………………

9. On what basis do you measure customer satisfaction in your organization?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………

10. What are the measures undertaken to deliver the expected level of quality?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………

76
11. How is CRM implemented in your organization?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………

12. Do you have any loyalty programs for your customers or any kind of privileges or

incentive schemes for your regular customers?

• Yes

• No

If yes, Elaborate

…………………………………………………………………………………………
…………………………………………………………………………………………
………………………………………

13. Do you offer any kind of Guarantee to your customers?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………

14. Do you have a complaint handling system for customers? If yes, what is the

response time of handling these complaints?

77
…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………

15. Is there any suitable compensation made for any kind of bad experiences of the

customers?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………

16. Are there any efforts made to recover the lost customers? How?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………

17. Do you incorporate the suggestions or feedback given by customers? State any

such instance wherein you have done this.

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………

18. Is there a concept of customization in your service offerings? What flexibility is

offered to accommodate personal preferences?

78
…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………

79
19.Is there any special training given to your employees for interacting with

customers? What kind of training is it?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………………………………………………………

………………………………………………………………

20. What is your customer turnover rate?

…………………………………………………………………………………………

…………………………………………………………………………………………

…………………………………………

80