A Research Report on “CUSTOMER RELATIONSHIP MANAGEMENT” IN BHARAT SANCHAR NIGAM LIMITED
A Research report Submitted to Raj Sms in the Partial fulfillment fulfillment of the Requirement Requirement for the Award Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION SESSION: 2014-2016
SUBMITTED TO:
SUBMITTED BY:
PRATIBHA SHARMA
NITISH SRIVASTAVA
ASSIST ASS ISTAN ANT T PRO PROF F.
MBA-- IV SEM MBA
RAJ SMS
ROLL NO: 1474770027
AFFILIATED TO DR. APJ ABDUL KALAM TECHNICAL UNIVERSITY LUCKNO!
PREFACE
If we want to go global in the world market then we must know the trend of the market, what features must be there in the product so that it should get popularity among the masses and also should know about competitor’s position in every field. The objective of survey is to know the Customer Relation towards !"# in the market and we must know what should be the price range and what types of marketing should be done so that it gets familiar with every type of person. !o needs and objectives of the market survey is very important to get a good market share, stand in the market and to survive the business in the present competitive world where there is a trend of cutthroat competition.
!"# is a leading $ovt. company in Telecom Industry. !o it’s needed to consider the Customer Relation toward the !"#.
"ITI!% !RI& !RI&'!T'& !T'&'
ACKNO!"D#"$"N%&
' would li(e to e)press m* Sincere than(s to $S . SHIVA SINGH (HOD RAJ SMS) his Constructi+e Cooperation and ,aluable #uidance throughout
the Course and also during the Project or(& ' am #rateful to m* Project guide MS. RA R ATIBHA SHARMA! MBA! lecturer in management Studies for his +aluable guidance and Suggestions to complete this project report successfull*& '
am also than(ful to- MR. RAHU" MISHRA DEUT# DIRE$TOR.
")press m* than(s to for pro+iding me with with the opportunit* opportunit* to do m* project in their organi.ation& ' e)press m* than(s to m* parents- and friends who helped helped and supported me a great e)tent to complete this Project& /urther ' than( the Almight* in bestowing his blessings on me for Successful completion of m* studies&
"ITI!% !RI&' !RI&'!T' !T'&' (' I& !)( R*## "*. +---/-
DECLARATION
I here declare that report entitled 0 CUSTOMER RELATIONSHIP MANA"EMENT OF BSNL# submitted by me in partial fulfillment of the
re1uirements for degree of (', is my original work and that it has not previously formed the basis for the award of any other 2egree, diploma, fellowships or any others titles.
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INTRODUCTION
Customer relationship management DCR(E, is a number of strategies and technologies that are used to build stronger relationships between companies and their customers. ' company will store information that is related to their customers, and they will spend time analyFing it so that it can be used for this purpose. !ome of the methods connected with CR( are automated, and the purpose of this is to create marketing strategies which are targeted towards specific customers. The strategies used will be dependent on the information that is contained within the system. Customer relationship management is commonly used by corporations, and they will focus on maintaining a strong relationship with their clients. There are a number of reasons why CR( has become so important in the last + years. The competition in the global market has become highly competitive, and it has become easier for customers to switch companies if they are not happy with the service they receive. *ne of the primary goals of CR( is to maintain clients. >hen it is used effectively, a company will be able to build a relationship with their customers that can last a lifetime. Customer relationship management tools will generally come in the form of software. )ach software program may vary in the way it approaches CR(. It is important to realiFe that CR( is more than just a technology.Customer relationship management could be better defined as being a methodology, an approach that a company will use to achieve their goals. It should be directly connected to the philosophy of the company. It must guide all of its policies, and it must be an important part
of customer service and marketing. If this is6Gnot done, the CR( system will become a failure. There are a number of things the ideal CR( system should have. It should allow the company to find the factors that interest their customers the most. ' company must realiFe that it is impossible for them to succeed if they do not cater to the desires and needs of their customers. Customer relationship management is a powerful system that will allow them to do this.
It is also important for the CR( system to foster a philosophy that is oriented towards the customers. >hile this may sound like common sense, there are a siFeable number of companies that have failed to do it, and their businesses suffered as a result. >ith CR(, the customer is always right, and they are the most important factor in the success of the company. It is also important for the company to use measures that are dependent on their customers. This will greatly tip the odds of success in their favor. >hile CR( should not be viewed as a technology, it is important to realiFe that there are end to end processes that must be created so that customers can be properly served. In many cases, these processes will use computers and software.
Customer support is directly connected to CR(. If a company fails to provide 1uality customer support, they have also failed with their CR( system. >hen a customer makes complaints, they must be handled 1uickly and efficiently. The company should also seek to make sure those mistakes are not repeated. >hen sales are made, they should be tracked so that the company can analyFe them from various aspects. It is also important to understand the architecture of Customer relationship management. The architecture of CR( can be broken down into three
categories, and these are collaborative, operational, and analytical. The collaborative aspect of CR( deals with communication between companies and their clients. The telecommunications market, in the last few years, has seen incredible Technological advancement, which has fueled massive consumer adoption and brutal competition driven by commoditiFation. To drive profits in this business. :ou must increase the average lifetime value per customer and minimiFe the service cost even as service choices increase. Common to all of our customers in the telecom sector is an abiding belief in delivering the best service to customers by investing in technology that empowers consumers and service agents to have intelligent, productive conversations. In a marketplace where consumers are increasingly aware of their choices, consistent service 1uality is the foundation of a durable brand.
TELECOMMUNICATION SECTOR The sector that includes the telecommunications service providers, network operators, regulators, manufacturers, subscribers, and users. The telecom sector has seen $%&' change during the past two decades. A( )*+,( *( was the opining up ) (' e1uipment manufacturing sector, followed by the corporatisation of the government owned entities, &idesh !anchar "igam #imited D&!"#E and (ahan agar Telephone "igam #imited /MTNL. !ubse1uently, the sector was opened for private +(*&*(*3 *3 ,*& ('+ 5% ,+5*&,. T' $,( +&3( *+*8(*3 $5, '5 3 (' &++(*8(*3 ) (' D+($3( ) T&$ *3( B'+( S3&'+ N*9$ L*$*( /BSNL 3 (' +*5(*8(*3 ) VSNL.
CRM AND THE TELECOM SECTOR 'n effective CR( system includes tools such as a skilled customer care staff and leading edge automation and workflow management software platforms. >ith this tool, it is possible for a telecom company to track sales en1uiries, trouble tickets, emails, telephone calls, and customer satisfaction surveys.
INDUSTRY CHALLEN"ES AND E-"AIN SOLUTIONS CUSTOMER SERVICE IS KEY TO SALES AND LOYALTY
Telecom, especially mobile telecom, is a highly competitive and increasingly mature market. 's network coverage, handsets, and price plans become less important as differentiators, customer service is increasingly seen as the key factor in customer ac1uisition and customer retention. INCREASIN" PRODUCT AND SERVICE COMPLEITY:
(obile telephony providers face a significant challenge to introduce and support the range of new products and services such as email, multimedia messaging, and synchroniFation with handheld devices, etc. 'liant, for instance, has achieved a +-H reduction in call handle time, which is translates to a saving of approimately J +.< million in operating staff epenses
THE OPPORTUNITY FOR SELF-SERVICE:
*rganiFations would like to reduce the costs of customer care by deflecting calls to web6based service channels, preferably to self6service. C8!T*()R !)R&IC) )C*()! T%) 2I99)R)"TI'T*R3 >ith the commoditiFation of products and services, fuelled by greater access to competitive information over the web, customer service is one of the few ways organiFations can themselves and increase market share.
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7 To find out the relationship by knowing the satisfaction level of subscribers about the telecom industry. 7 To know the customer opinion about tariff rates of !"#. 7 Creating awareness to !"# subscribers about the facilities in prepaid and postpaid connections. 7 'nalyFing the problem faced by !"# subscribers 7 'nalyFing which connection is more used by customers. 7 'nalyFing which type of topping is more used by customers. 7 'nalyFing the satisfaction level of customers towards !"# connection.
SCOPE OF THE STUDY:
The study is conducted on !"# prepaid and postpaid users at K!"# C8!T*()R !)R&IC) C)"T)R’. The study is confined to the area of R';'%(8"2R:. The siFe of the sample was <.
RESEARCH METHODOLO"Y
MARKETIN" RESEARCH
2efinition of marketing research is approved by the board of the 'merican (arketing 'ssociation D'('E is3 G(arketing research is the functions which links the customer and public To marketer through information used to identity and define marketing *pportunities and problemsL generate define and evaluate, marketing 'ctions, monitor marketing performance, and improve understanding of (arketing as a processM. !imply, marketing research is the systematic design, collection, analysis and Reporting of the data findings relevant to a specific marketing situation facing the company. Careful planning through all stages of the research is a necessity. *bjectivity in research is all6 important. The heart of the scientific method is The objective gathering and analysis of the information. The
function of marketing research within a company is to
provide the Information and analytical inputs necessary for effective6 7
4lanning of future marketing activity.
7
Control of marketing operations in the present.
7
)valuation of marketing results.
' research may undertake any of three types of research investigations depending upon the problem. These three types of research included. 7 asic research 7 'pplied research 7 2esignated fact gathering
BASIC RESEARCH
It is also known as the pure fundamental research which refers to those studies, sole purpose of which is the discovery of new information. It is conducted to etend the horiFon in given area of knowledge with no immediate application to eisting problem.
APPLIED RESEARCH
It is an attempt to apply the various marketing techni1ues, which have been developed as research, first and later on they become applied research techni1ues. It is an attempt to apply the basic principles and eisting knowledge for the purpose of solving the operational problems.
DESI"NATED FACT "ATHERIN"
It refers to a research where the investigator attempts nearly to gather some predetermined data.
S(, *3 M+;(*39 R,+&' P+&,,
(arketing Research 4rocess can be carried out through the following steps3
2efine the problem and research objectives
2evelop the research plan
Collect the information
'nalysis and interpretations
4resent the findings
DEFINE THE PROBLEM AND RESEARCH OBJECTIVES
In a very sense, this is the heart of the research process. This is the first step,which calls for the marketing manage and marketing research. RESEARCH PLAN DEVELOPMENT
The second calls for developing the most efficient plan for gathering the needed information. "ot to forget the cost or values of research the (arketing manager must estimate process its approval, Research plan calls 9or decision on aE 2ata source I. II.
4rimary data to be collected for a specific purpose, !econdary data collected for another purpose and already eisting somewhere.
+. Research 'pproaches3 4rimary data can be collected in four ways3 +. *bservational research /. 9ocus group research =. !urvey research . )perimental research /.
Research Instruments3 (arketing researchers can use 1uestionnaires
in collecting of primary data, because of its fleibility, 1uestionnaires is by for the most common instrument used to collect primary data. =. !ampling 4lan3 This plan calls for the three aspects36 aE 2efine the sampling unit. bE 2ecide the sample siFe. cE 2ecide the sampling procedure whether to use probability or non6probability sampling methods.
. Contract method3 once the sampling plan has been determined, this has to decide how the subject should be contacted. The choices are mail, telephone or research interviews. COLLECTION OF INFORMATION
2ata collection phase is generally the most epensive and the most phase to error. Carry out the field >ork, collect data using the instruments, adjust the 4roblem of not at homes, replaced, refusal to co6operate, biased or dishonest answers. ANALYSIS AND INTERPRETATIONS
The net to last step is to etract pertinent findings from the collected data. The researcher edits, code, tabulate the collected data. PRESENTATION OF FINDIN"S
's the last step in marketing research the researchers present the findings. The researchers have to arrange the researched result according to an approved reporting format, get the report typed and bound, present the copies of the report to the concerned authorities. RESEARCH METHODOLO"Y< DESI"N
The methodology adopted for eliciting the data re1uired for the study was survey method. It is the overall pattern or framework of the project that will dictate as to what information is to be collected, from which sources and by what procedures.
RESEARCH METHOD
Research methodology must be classified on the basis of the major purpose of the investigation. In this problem, description studies have been under6 taken, as the objective of the project is to conduct the market share study to determine the share of the market received by both the company and itKs competitors, DATA COLLECTION
The information needed to further proceed in the project had been collected through primary data and secondary data. PRIMARY DATA
4rimary data consists of information collected for the specific purpose at hand for the purpose of collecting primary data. !urvey research is the approach best suited gathering description, SECONDARY DATA
The secondary data consists of information that already eist somewhere, %aving been collected for another purpose. 'ny researcher begins the research work by first going through the secondary data. !econdary data includes the information available with the company. It may be the findings of research previously done in the field. !econdary data can also be collected from magaFines, newspapers, other surveys conducted by known research agencies etc.
RESEARCH METHODOLO"Y
The respondents are the mobile connection holders with !"# toppings facilities. The survey was carried in !"# C8!T*()R !)R&IC) C)"T)R at Rajahmundry with the sample siFe of <. The survey was carried out with the help of a structured 1uestionnaire, which helps in accomplishing the research objectives. The respondents by means of personal interview administer this structured ended 1uestionnaire.
LIMITATIONS
The present study is subjected to following #I(IT'TI*"!. N (ethod of data collection was through personal interview and therefore bias becomes a major limitation. N 2ue to the time constraints all the customers were not covered. N The sample was restricted to < customers, which may restrict the scope and completion of study. N The scope of study is restricted only to the Rajahmundry. N *wing to their pre occupation some customers were unable to answer the complete 1uestionnaire.
INDUSTRY PROFILE
The telecom network in India is the fifth largest network in the world meeting up with global standards. 4resently, the Indian telecom industry is currently slated to an estimated contribution of nearly +H to IndiaKs The Indian. Telecommunications network with ++.B+ million connections is the fifth largest in the world and the second largest among the emerging economies of 'sia. Today, it is the fastest growing market in the world and represents uni1ue opportunities for 8.!. companies in the stagnant global scenario. The total subscriber base, which has grown by H in /<, is epected to reach /< million in /+<. 'ccording to roadband 4olicy /, $overnment of India aims at million broadband connections and +@ million internet connections by /+<. The wireless subscriber base has jumped from ==.A million in / to A/.<- million in 9:/6 /<. In the last = years, two out of every three new telephone subscribers were wireless subscribers. Conse1uently, wireless now accounts for <.AH of the total telephone subscriber base, as compared to only H in /=. >ireless subscriber growth is epected to bypass /.< million new subscribers per month by /+<. The wireless technologies currently in use are $lobal !ystem for (obile Communications D$!(E and Code 2ivision (ultiple 'ccess K DC2('E.. There are primarily $!( and < C2(' operators providing mobile services in + telecom circles and metro cities, covering / towns across the country.
E%o&'ton o the n*'str+,I-portant M&estones H*,(+= ) I3*3 T&$$%3*&(*3, Year
+@<+
9irst operational land lines were laid by the government near Calcutta Dseat of ritish powerE
+@@+
Telephone service introduced in India
+@@=
(erger with the postal system
+/=
9ormation of Indian Radio Telegraph Company DIRTE
+=/
(erger of )TC and IRT into the Indian Radio and Cable Communication Company DIRCCE
+-
"ationaliFation of all foreign telecommunication companies to form the 4osts, Telephone and Telegraph D4TTE, a monopoly run by the governmentKs (inistry of Communications
+@<
2epartment of Telecommunications D2*TE established, an eclusive provider of domestic and long6distance service that would be its own regulator Dseparate from the postal systemE
+@A
Conversion of 2*T into two wholly government6owned companies3 the &idesh !anchar "igam #imited D&!"#E for international telecommunications and (ahanagar Telephone "igam #imited D(T"#E for service in metropolitan areas.
+-
Telecom Regulatory 'uthority of India created.
+
Cellular !ervices are launched in India. "ew "ational Telecom 4olicy is adopted.
/
2oT becomes a corporation, !"#.
M>+ P=+,
There are three types of players in telecom services3
6!tate owned companies D!"# and (T"#E
64rivate
Indian
owned
companies
DReliance
Infocomm,
Tata
Teleservices,E
69oreign invested companies D%utchison6)ssar, harti Tele6&entures, )scotel, Idea Cellular, 4# (obile, !pice CommunicationsE
BSNL
*n *ctober +, / the 2epartment of Telecom *perations, $overnment 7 of India became a corporation and was renamed harat !anchar "igam #imited D!"#E. !"# is now IndiaKs leading telecommunications company and the largest public sector undertaking. It has a network of over < million lines covering < towns with over =< million telephone connections. The state6controlled !"# operates basic, cellular D$!( and C2('E mobile, Internet and long distance services throughout India Decept 2elhi and (umbaiE. !"# will be epanding the network in line with the Tenth 9ive6:ear 4lan D+/6-E. The aim is to provide a telephone density of . per hundred by (arch /+<. !"#, which became the third operator of $!( mobile services in most circles, is now planning to overtake harti to become the largest $!( operator in the country. !"# is also the largest operator in the Internet market, with a share of /+ per cent of the entire subscriber base.
BHARATI:
)stablished in +@<, harti has been a pioneering force in the telecom sector with many firsts and innovations to its credit, ranging from being the first mobile service in 2elhi, first private basic telephone service provider in the country, first Indian company to provide comprehensive telecom services outside India in !eychelles and first private sector service provider to launch "ational #ong 2istance !ervices in India. harti Tele6 &entures #imited was incorporated on ;uly -, +< for promoting investments in telecommunications services. The group has a total customer base of A.< million, of which <.@A million are mobile and <@@, fied line customers, as of ;anuary =+, /. In mobile, hartiKs footprint etends across +< circles.
MTNL: (T"# was set up on +st 'pril +@A by the $overnment of India to upgrade the 1uality of telecom services, epand the telecom network, introduce new services and to raise revenue for telecom development needs of IndiaKs key metros 6 2elhi, the political capital, and (umbai, the business capital. In the past +- years, the company has taken rapid strides to emerge as IndiaKs leading and one of 'siaKs largest telecom operating companies. The $ovt, of India currently holds
(T"# has over < million subscribers and =/,=- mobile subscribers. >hile the market for fied wire line phones is stagnating, (T"# faces intense competition from the private playersOharti, %utchison and Idea Cellular, Reliance InfocommOin mobile services. (T"# recorded sales of Rs. A./ billion DJ+.=@ billionE in the year //6 =, a decline of <.@ per cent over the previous yearKs annual turnover of Rs.A=./ illion.
RELIANCE INFOCOMM:
Reliance is a J+A billion integrated oil eploration to refinerPK to power and tetiles conglomerate. It is also an integrated telecom service provider with licenses for mobile, fied, domestic long distance and international services. Reliance Infocomm offers a complete range of telecom services, covering mobile and fied line telephony including broadband, national and international long distance services, data services and a wide range of value added services and applications. Reliance India (obile, the first of InfocommKs initiatives was launched on 2ecember /@, //. This marked the beginning of RelianceKs vision of ushering in a digital revolution in India by becoming a major catalyst in improving 1uality of life and changing the face of India.lt has rolled out its C2(' mobile network and enrolled more than A million subscribers in one year to become the countryKs largest mobile operator. It now wants to increase its market share and has recently launched pre6paid services. %aving captured the voice market, it intends to attack the broadband market.
TATA TELESERVICES3 Tata Teleservices is a part of the J+/ billion Tata $roup, which has = companies, over /, employees and more than /.= million shareholders. Tata Teleservices provides basic Dfied line servicesE, using C2(' technology in si circles3 (aharashtra Dincluding (umbaiE, "ew 2elhi, 'ndhra 4radesh, Tamil "adu, $ujarat, and Qarnataka. It has over @, subscribers. It has now migrated to unified access licenses, by paying a Rs. <.< billion DJ+/ millionE fee, which enables it to provide fully mobile services as well.
The company is also epanding its footprint, and has paid Rs. .+ billion DJmillionE to 2oT for ++ new licenses under the I8C Dinterconnect usage chargesE regime. The new licenses, coupled with the si circles in which it already operates, virtually gives the C2(' mobile operator a national footprint that is almost on par with !"# and Reliance Infocomm. The company hopes to start off services in these ++ new circles by 'ugust /. These circles include ihar, %aryana, %imachal 4radesh, Qerala, Qolkata, *rissa, 4unjab, Rajasthan, 8ttar 4radesh D)astE ? >est and >est engal.
BSNL: *n 'pril +, +@A, the &idesh !anchar "igam #imited D&!"#E 6 a wholly $overnment owned corporation 6 was born as successor to *C!. The company operates a network of earth stations, switches, submarine cable systems, and value added service nodes to provide a range of basic and value added services and has a dedicated work force of about /
employees. &!"#Ks main gateway centers are located at (umbai, "ew 2elhi, Qolkata and Chennai. The international telecommunication circuits are derived via Intelsat and Inmarsat satellites and wide band submarine cable systems e.g. 9#'$, !)'6()6>)6/ and !)'6()6>)6=.
C*(4'": 4R*9I#)
Type
!tate6owned
9ounded
+th century, incorporated /
%ead1uarters
harat !anchar havan, %arishChandra (athur #ane,;anapth,"ew 2elhi
Qey people
Quldeep $oyalDChairmanE ? D(2E
Industry
Telecommunications
4roducts
wireess,telephone internet television
Revenue
8!! -.= billion D/E
*wnersDsE
The $overnment of India
)mployees
=<-,6march =+,/
>eb site
www.bsnl.co.in
B'+(
S3&'+
Communications
N*9$
L*$*(
Corporation
Dknown
#imitedE
is
as
BSNL
a
India
state6owned
telecommunication company in India. !"# is the fourth largest cellular service provider, with over <=.A million customers as of (arch =+, / and the largest land line telephone provider in India. Its head1uarters are at harat !anchar hawan, %arish Chandra (athur #ane, ;anpath, "ew 2elhi. It has the status of Mini Ratna, a status assigned to reputed public sector companies in India. !"# is IndiaKs oldest and largest Communication !ervice 4rovider DC!4E. Currently has a customer base of million as of ;une /@. f=S It has footprints throughout India ecept for the metropolitan cities of (umbai and "ew 2elhi which are managed by (T"#. 's on (arch =+, /@ !"# commanded a customer base of =+.<< million >ire line, .<@ million C2('6>## and <./+ million $!( (obile subscribers. !"#Ks earnings for the 9inancial :ear ending (arch =+, / stood at I"R =-.+orldKs -th largest Telecommunications Company providing comprehensive range of telecom services in India3 >ire line, C2(' mobile, $!( (obile, Internet, roadband, Carrier service, (4#!6&4", &!'T, &oI4 services, I" !ervices etc. 4resently it is one of the largest ? leading public sector units in India.
!"# has installed Buality Telecom "etwork in the country and now focusing on improving it, epanding the network, introducing new telecom services with ICT applications in villages and wining customerKs confidence. Today, it has about -.= million line basic telephone capacity, million >## capacity, .-A (illion $!( Capacity, more than =-=@/ fied echanges, Ahether it is inaccessible areas of !iachen glacier and "orth6eastern region of the country, !"# serves its customers with its wide bou1uet of telecom services. !"# is numerous uno operator of India in all services in its license area. The company offers vide ranging ? most transparent tariff schemes designed to suite every customer. !"# cellular service, Cell *ne, has <<,+,/@/ /$ cellular customers and @@,= =$ customers as on =.++./. In basic services, !"# is miles ahead of its rivals, with =<.+ million asic 4hone subscribers i.e. @< per cent share of the subscriber base and / percent share in revenue terms.
!"# has more than /.< million >## subscribers and /.< million Internet Customers who access Internet through various modes viF. 2ial6 up, #eased #ine, 2I'!, 'ccount #ess Internet DC#IE. !"# has been adjudged as the "8()R *") I!4 in the country. !"# has set up a world class multi6gigabit, multi6protocol convergent I4 infrastructure that provides convergent services like voice, data and video through the same ackbone and roadband 'ccess "etwork. 't present there are .A million 2ata *ne broadband customers. The company has vast eperience in 4lanning, Installation, network integration and (aintenance of !witching ? Transmission "etworks and also has a world class I!* certified Telecom Training Institute. !caling new heights of success, the present turnover of !"# is more than Rs.=<+,@/ million D8! J @ billionE with net profit to the tune of Rs.,= million D8! J /./A billionE for last financial year. The infrastructure alone is worth aboutRs.A=, million D8!J+.=-billionE. !"# plans to epand its customer base from present - million lines to +/< million lines by 2ecember /+< and infrastructure investment plan to the tune of Rs. -== crores D8!J +A.A- millionE in the net three years. The turnover, nationwide coverage, reach, comprehensive range of telecom services and the desire to ecel has made !"# the "o. + Telecom Company of India
VISION
To become the largest telecom !ervice 4rovider in 'sia.
e the leading Telecom !ervice 4rovider in India with global presence. Create a customer focused organiFation with ecellence in sales, marketing and customer care.
#everage technology to provide affordable
and
innovative
productsservices across customer segments provide a conducive work environment with strong focus on performance )stablish efficient business processes enabled by IT.
MISSION
To provide world class !tate6of6art technology telecom services to its customers on demand at competitive price,
To 4rovide world class telecom infrastructure in its area of *peration and to contribute to the growth of the countryKs economy.
OBJECTIVES 7 To be the #ead Telecom !ervices 4rovider. 7 To provide 1uality and reliable fied telecom service to our customer and thereby increase customerKs confidence. 7 To provide mobile telephone service of high 1uality and become no. + $!( operator in its area of operation. 7 To provide point of interconnection to other service provider as per their re1uirement promptly. 7 To facilitate R?2 activity in the country.
"RO!TH PLAN !"#Ks future plan include a fast epansion programme of increasing the present = million lines to twice that number by /< and some +/ million lines by /+. The shift in demand from voice to data domination, and from wire line to wireless, has revolutioniFed the very nature of the network. !"# has already set in place several measures that should enable it to evolve into a fully integrated multi6operator by /< and its incumbent status, siFe, infrastructure and human resource should certainly, give it a distinct advantage. Consolidation of the network and maintaining high 1uality of service comparable to International standards is the key aim of the $rowth 4lan. *bjective of the plan are3
5 The telephone connection shall be provided on demand and it shall be sustained 5
The "etwork shall be made fully digital. 'll the technologically obsolete analog echanges will be replaced with digital echanges
5 To provide digital transmission links up to all !2C's. 5 2igital connectivity shall be made available to all the echanges by
/+<.
5
)tensive use of *ptical fiber !ystem in the local, ;unction and long distance network so as to make available sufficient bandwidth for the spread of Internet and Information technology.
5
I!2" services shall be etended to all the district head1uarters, subject to demand.
5
To provide Intelligent "etwork !ervices, progressively all over the country Dmajor cities have already been coveredE.
5
To set up Internet "odes progressively up to 2istrict head1uarters level.
5
8pgrading eisting !T2I!2 4C*s to full fledged 4ublic Tele6 Info Centers D4TICE for supporting (ultimedia capability and Internet 'ccess.
Replacement of life epired, analogue coaial and radio systems. 5
5 Introduction of >ireless technology D!upporting Internet 'ccessE and optical fiber technology in subscriber loop. 5 Introduction of latest telecom services like "ational directory en1uiry, computeriFation etc. 5
Cellular (obile !ervice KCell *neK of !"# was launched on +th *ctober // . The scheme will cover million customers in two phases. 4hase6I will cover about +.< million customers covering about + cities during //6=, which will be epanded to million in phase6II.
PROJECTS RECENTLY
IMPLEMENTED
DEVELOPMENT 7 "ational Internet ackbone of !"# 7 &oice over I4 7 roadband !ervices 6 '2!# ? %igh !peed Internet 7 (anaged #eased #ine "etwork D(##"E 7 'ccess "etwork 6 #(2!, 2#Cs, R#C etc. 7 Internet )change 4oints 6 IU4 & Internet 2ata Centers DI2CE 7 )6Commerce.
N(*3 I3(+3( B&;3 OF BSNL The "ational Internet ackbone of !"# consists of =/ 4oint of 4resenceD 4*4E that gives it the capability of transporting I4 traffic from every hook and corner of the country.
This network provides internet
services to more than + million dial6up customers including about =.< lakh customers on C#I basis. /nd in the line of I4 network, !"# commissioned a state6of6the6art (ulti 4rotocol #abel !witching D(4#!E ")T>*RQ T'QI"$ India into the net stage of the I4 evolution. This network has + physical nodes with all district head1uarters designated as virtual nodes. This network has opened up a new market segment of secure and reliable &irtual 4rivate "etworks D&4"sE for corporate customers.
The latest endeavor of !"# is a world6class multi6gigabit multi6 protocol, convergent I4 infrastructure which will provide voice, data and video services through the same backbone. In terms of infrastructure for broadband services, this would put India at par with more advanced nations. 2esignated as "I6II this will be implemented in the form of four projects. N 4roject + involves building up of (4#! backbone N 4roject /.+ is for narrow band access N 4roject /./ is for broadband access N 4roject = is to put systems and processes in place to integrate network 'll the above projects in form of "I6II are at different stages of implementation and as per schedule .They will be operational in the third 1uarter of this year. The services that will be available to customers when "I6II is in place3 7 "arrowband and broadband Internet access. 7 "arrowband and broadband Internet access. 7 (anaged *4) 7 &alue 'dded !ervices like encryption, firewall and "'T 7 (essaging3 4lain &anilla and feature rich 7 2ata Center !ervices3 web hosting and web6collocation. 7 Content based !ervices3 e.g. video multicast, video on demand, interactive gaming.
SERVICES >hen it comes to connecting the four comers of the nation, and much beyond, one solitary name lies embedded at the pinnacle 6 !"#. ' company that has gone past the number games and the 1uest to attain the position of a leader. It is working round the clock to take India into the future by providing world class telecom services for people of India. !"# is IndiaKs no. + Telecom !ervice provider and most trusted Telecom brand of the "ation. 2riven by the very best of telecom technology from chosen global leaders, it connects each inch of the nation to the infinite corners of the globe, to enable you to step into tomorrow. %ere is an overview of the >orld Class services offered by the !"#3
B,*& T'3 S+5*&, The 4lain old, Countrywide telephone !ervice through =/, electronic echanges. 2igitaliFed 4ublic !witched Telephone "etwork D4!T"E with a host of 4hone 4lus value additions. !"# launched 2ata*ne broadband service in ;anuary /< which shall be etended to +@ cities very shortly. The service is being provided on eisting copper infrastructure on '2!#/ technology. The minimum speed offered to the customer is /
INTERNET
Qeeping the global network of "etworks networked, the countrywide Internet !ervices of !"# under the brand name includes Internet dial up #eased line access, C#I based access Dno account is re1uiredE and 2I'! service, for web browsing and )6mail applications. :ou can use your dialup sancharnet account from any place in India using the same access no K+-//==K, the facility which no other I!4 has. !"# has customer base of more than +.- million for sancharnet service. !"# also offers >eb hosting and co6location services at very cheap rates. ISDN
Integrated !ervice 2igital "etwork !ervice of !"# utiliFes a uni1ue digital network providing high speed and high 1uality voice, data and image transfer over the same line. It can also facilitate both desktop video and high 1uality video conferring. INTELLI"ENT NET!ORK
Intelligent "etwork !ervice DIn !erviceE offers value6added services, such as3 7 India Telephone Card D4repaid cardE 7 9ree 4hone !ervice D94%E 7 'ccount Card Calling D'CCE 7 &irtual 4rivate "etwork D&4"E 7 Tele6voting 7 4remium Rae !ervice D4R(E
7 8niversal 'ccess "umber D8'"E and more
I-NET: India s ./< based packet !witched 4ublic 2ata "etwork is operational in + cities of the country. It offers ./< ./@ leased, ./@ 2ial up D4!T"E ConnectionE and frame relay services.
LEASED LINES
&
DATACOM
!"# provides leased lines for voice and data communication for various application on point to point basis. It offers a choice of high, medium and low speed leased data circuits as well as dial6up lines. andwidth is available on demand in most cities. (anaged #eased #ine "etwork D(##"E offers fleibility of providing circuits with speeds of nA kbps up to /mbps, useful for Internet leased lines and International 4rinciple #eased Circuits DI4#CsE.
CELLULAR MOBILE SERVICES POSTPAID & PREPAID
!"#Ks $!( cellular mobile service Cellone has a customer base of over <./ million. !"# (obile provides all the services like ((!, $4R!, &oice (ail, )6mail, !hort (essage !ervice D!(!E both national and international, unified messaging service Dsend and receive e6mailsE etc. :ou can use !"# (obile in over +A countries worldwide and in /- cellular networks and over + citiestowns across India. It has got coverage in all "ational and !tate %ighways and train routes. !"# (obile offers all India Roaming facility to both pre6paid and post6paid customers Dincluding (umbai ? 2elhiE.
!IRELESS IN LOCAL LOOPS:
This is a communication system that connects customers to the 4ublic !witched Telephone "etwork D4!T"E using radio fre1uency signals as a substitute for conventional wires for all or part of the connection between the subscribers and the telephone echange. 7 Countrywide >## is being offered in areas that are non6feasible for the normal network. 7 %elping relieve congestion of connections in the normal cablewire based network in urban areas. 7 Connecting the remote and scattered rural areas. 7 #imited mobility without any air6time charge
BROADBAND SERVICESL !"# is in the process of commissioning of a world class, multi6gigabit, multi6protocol, convergent I4 infrastructure through "ational Internet ackbone6II D"I6IIE, that will provide convergent services through the same backbone and broadband access network. The roadband service will be available on 2!# technology Don the same copper cable that is used for connecting telephoneE, on a countrywide basis spanning +@ cities. In terms of infrastructure for broadband services "I6II would put India at par with more advanced nations. The services that would be supported includes always6on broadband access to the Internet for residential and business customers, Content based services, &ideo multicasting, &ideo6on6demand and Interactive gaming, 'udio and &ideo conferencing, I4 Telephony, 2istance learning, (essaging3 plain and
feature rich, (ulti6site (4#! &4"s with Buality of !ervice DBo!E guarantees. The
subscribe will be able to access the above services
through !ubscriber !ervice !election !ystem D!!!!E portal.
K= O>&(*5,
To provide high speed Internet connectivity Dup to @ (bpsE To provide dial &4" service to (4#! &4" customers. To provide &irtual 4rivate "etwork D&4"E service to the broadband customers To provide multicast video services, video6on6demand, etc. through the roadband Remote 'ccess !erver DR'!E. To provide a means to bill for the aforesaid services by either time6 based or volume6based billing. It shall provide the customer with the option to select the services through web server To provide both pre6paid and post paid broadband services S+5*&, 5* ('+%9' B+3
%igh speed Internet 'ccess3 This is the always6on Internet access service with speed ranging from /
(ulticasting3 This is to provide video multicast services for application in distance education, telemedicine etc
2ial &4" !ervice3 This service allows remote users to access their private network securely over the "I6II infrastructure.
&ideo and 'udio Conferencing
Content based !ervices3 #ike &ideo on 2emand, Interactive $aming, #ive and time shifted T&
S5+ S(, '5 3 (;3 ( BSNL ( %9$3( (' ?%*(= ) &%,($+ &+ ( *3(+3(*3 ,(3+,.
'ccess round the clock help at following toll free numbers
•
2ataone roadbandK +A6/6+AK
•
4!T" Call CenterK +<K Din select statesE
•
!ancharnet %elp 2eskK +<-K
•
Cell*ne all India %elp K/=A
'll !"# Customer !ervice Centers DC!CsE remain open on all seven days from @. '( to @. 4( without any break for all activities.
Che1ue deposit machines have also been installed in many cities, so that customers can make payments /U- at their convenience.
Customers can also make payments by che1ue2emand 2raft to !"# franchisees all over the country.
>ith a view to simplify and offer customer friendly services, more than one fone connections can be applied on a single application form. 'ccordingly, a single demand note would be issued to the customer in respect of all the connections applied for.
!hifting charges for local as well as all India shifting of fied telephone DbfoneE has been abolished.
4agers being given to outdoor staff in a phased manner for speedy rectification of faults.
(ajority of the local network is built up on jelly filled and *9C for trouble free service.
Internal 2istribution 4oints D24sE being provided in the customer premises to eliminate the faults arising out of overhead wires.
)tensive use of digital loop carrier D2#CE>ireless in #ocal #oop D>##E system for improving reliability of eternal plant.
Remote #ine 8nits DR#8sE. Remote subscriber 8nits DR!8sE being provided etensively to reduce the long lengths of copper cables.
)stablishing call centers across the nation to provide single window solutions and convenience to customers
Countrywide "etwork (anagement ? !urveillance !ystem D"(!!E to ensure uninterrupted and efficient flow of telecom traffic.
'pplication 9orms for new connections have been made free of charge for all services
4rocedure for restoration of telephones disconnected due to non6 payment simplified and powers delegated to !econdary !witching 'rea D!!'E heads
4ayment of telephone bills being received on !aturday and !unday through che1ues in City Telecom *ffices DCT*sE.
(ore than one 4ublic Call *fficeD4C*E permitted at the same premises
&arious application forms and procedures being simplified for new telephone connections, shifting and third party transfer.
SOCIAL COMMITMENT
!"# is committed to provide 1uality Telecom !ervices at affordable price to the citiFens of the remotest part of the Country. Country. !"# is making all effort to ensure that the main objectives of the new Telecom 4olicy + Dsalient points indicated belowE are achieved3 'ccess to telecommunications is of utmost importance for achievement of the countryKs social and economic goals. 'vailability of affordable and effective communications for the citiFens is at the core of the vision and goal of the new Telecom policy +. !trive to provide a balance between the provision of universal service to all uncovered areas, including the rural areas, and the provision of high6 level services capable of meeting the needs of the countryKs economyL )ncourage development of telecommunication facilities in remote, hilly and tribal areas of the countryL Transform in a time bound manner, the telecommunications sector to a greater competitive environment in both urban and rural areas providing e1ual opportunities and level playing field for all playersL
BENEFITS OF CRM 3
The benefits of customer relationship management management are considered abound. It allows organiFations not only to retain customers, but enables more effective marketing, creates intelligent opportunities for cross selling and opens up the possibility of rapid introduction of new brands and products. To be able able to deli delive verr thes thesee bene benefi fits ts,, orga organi niFa Fati tion onss mu must st be able able to customiFe their product offering, optimiFe price, integrate products and serv servic ices es and and deli delive verr the the serv servic icee as prom promis ised ed and and dem demande anded d by the the customer base. Qeeping the customer happy is obviously one way of ensuring that they they stay stay with with the orga organiF niFati ation. on. %oweve %owever, r, by maint maintain aining ing an overal overalll relationship with the customer, companies are able to unlock the potential of their customer base and maimiFe the contribution to their business. >hilst the value of customer relationship management has been identified by organiFations, organiFations, the full implications and benefits are yet to be. Those resp respon onsi sibl blee for for deli delive very ry are are perh perhap apss the the mo most st info inform rmed ed abou aboutt thes thesee strategic benefits yet the transformation is a long6drawn6out long6drawn6out process. The strategic benefits of customer relationship management allow companies to reduce the cost of customer ac1uisition and give established players the ability to react like a new market entrant, the very people they are battling against. Ironically these are increased and the potential of customers can be then capitaliFed through cross selling of other products and services. It is important to understand the key benefits of CR( for most companies. These benefits generally fall into three categories3 cost savings, revenue enhancement, and strategic impact.
ased on successful CR( implementations, the following benefits seem reasonable3 7 Increased sales revenues. Increased sales result from spending more time with customers, which results from spending less time chasing, needed information Di.e., productivity improvementE. 7 Increased with rates. >in rates improve since companies can withdraw from unlikely or bad deals earlier on in the sale process. 7 Increased margins. Increased margins resulting from knowing customers better, providing a value6sell, and discounting prices. Improved customer satisfaction ratings. This increase occurs since customers find the company to be more responsive and better in touch with their specific needs. 7 2ecreased general sales and marketing administrative costs. This decrease occurs since the company has specified its target segment customers, it knows their needs better, and thus it is not wasting money and time for eample, on mailing information to all customers in all eisting and potential target segments.
THE RELATIONSHIP CHALLEN"E
Customer relationship management does not enable a 1uick win. It is a long6term approach that has to be adopted at a strategic level. %owever, the journey of understanding the strategic benefits of relationship management has just begun. To a greater degree, companies have understood the implications of customer relationship management and have identified the risk to their business of not doing so, namely loss of customers and competitive attach.hey are yet to look at the bigger picture and understand all of the associated benefits that would enable their
business strategies to be successful. The competencies re1uired to deliver these customer benefit are3 to deliver on its service promise, integrate products and service channels effectively, customiFe products, service and their respective prices, create opportunities for cross selling and delivery mechanisms for the onward promotion of these products and services and reduce the gestation period to market by allowing 1uick and effective introduction of new products and services.
TYPES OF CRM
*n the basis of business srocess automation analysis of operational data, and customer interaction software, CR( can also be seen as the following types3 +. *perational /. 'nalytical =. Collaborative
OPERATIONAL CRM The automation of horiFontally integrated business processes involving front office customer touch points 6 sales, marketing, and customer service Dcall centre, field serviceE 6 via multiple, interconnected delivery channels and integration between front office and back office. The operational CR( is a process or an approach, which involves the areas where direct customer contact is possible. *perational CR( represents the automation of business processes involving customers. Its purpose is to provide transaction level data about individuals and products, and provide support for customer facing process, such as direct mail, phone interactions, >eb6based communications, and point of sale information. ecause operational solutions directly effect the customer, they are very appealing and often are the first implemented components of a CR( are3
S )+& %($(*3
•
o 'ccount (anagement o *pportunity (anagement o Contact (anagement o 'ctivities (anagement o 4rice and 4roduct #ist Configuration o !ales Incentives 4lans o !ales 9orecasting and Reporting
C%,($+ S+5*& %($(*3
•
o !ervice Re1uest Customer Complaints (anagement o >eb6enabled Contact Center (anagement o
' customer interaction centre DCICE is a critical component of operational CR(, whether implemented for sale, marketing, or customer service functions. The CIC accommodates multiple channel for customer interaction and critical functions, including customer servicesupport, field service dispatch, 1uality management, intelligent routing, case6based reasoning, and knowledge repositories. The CI! is the intelligent routing, case6base reasoning, and knowledge repositories. The CI! is the key to consolidating customer interaction and developing and unified, enterprise view of the customer.
o !ale 9orce 'utomation, also known as Gtechnology )nabled !elling DT)!EKV !9' is the application of information systems technologies to sales activities. This includes accurate generating
customiFed
business
forecasts,
presentation and proposals and personaliFed communications by the field representatives.
It also handles the entire sales pipeline from lead
generation to closure and activities like calendar, diary management. o
Call centre systems provide etensive customer service by enabling customers to receive any information they need, answering their 1ueries, buying products and receiving, payments promptly. Includes customiFed service and support addressing specific issues raised by customers, tracking cases and escalations, track progress, and identifying opportunities to crossup6sell.
o
o
o
*rder management 6 In the simplest sense, this includes 1uote generation, campaignsL and service re1uests, pricing and ordering of products. Invoicing or billing this includes multiple order billing, multicurrency billing and pricing functionalities in a minimal feature tool. (arketing automation and (anagement enable companies to measure and track campaigns develop and refine strategies, gain insights into
o
buying behavior, revenues and profitability using marketing analytics. Today, the consumer approaches the business in far many ways than in the past.
o
The various interaction points are referred as GCustomer Touch
points.G Technological
2evelopments
have
made
the job
of a marketer
more difficult. The consumer today is flooded with information from various sources to the etent that it
sometimes leads to information overload. 9or organiFations, this is a major problem as it means that there are several ways by which a prospect or a customer learns about or eperiences any organiFation. o
This could be the organiFationKs catalogue, website, word of mouth through customers, through employees of that organiFation, etc. all such sources from which one gets in touch with the organiFation are called GCustomer Touch points.G
o
"ew sources of communication, faster means of transportation, changes in life6style, increasing international trade and eposure to various media are some of the reasons for an increase in the number of customer touch points. This is a big challenge of organiFations as in how to monitor so many different sources in order to ensure that the same message reaches the end customer.
o
*ne of the most important customer touch point for any organiFation is the Customer Care help line, wherein the customers can register their complaint or get information about the products or services provided by that organiFation. ' large multinational bank once has had the entire process such that after a phone connection had been established with the bankKs call centre, it took si6odd minutes to speak to the customer care eecutive. This is a long time keeping in mind that many of the customers usually call when they have some problem and want an immediate solution.
ANALYTICAL CRM The analysis of data created on the operational side of the CR( e1uation for the purpose of business performance management, 'nalytical CR( is inetricably tied to data warehouse architecture and is most often manifested in analytical applications that leverage data marts. 'nalytical CR( is the synthesis and interpretation of operational data to identify opportunities, optimiFe customer interactions and manage business performance. It also provides the insight into customer behavior needed to implement intelligent personaliFation. 'nalytics involves the capture, storage, etraction, processing, interpretation and reporting customer data. It works on data gathered from multiple sourcesL from marketing campaigns, key accounts and market or product group, and is used as a strategic planning support tool. 'nalytical CR( takes the information that operation CR( so diligently gathers, and runs algorithms over it for analysis and interpretation purposes, to provide the insight and data interpretation that is lacking in operational CR(. This includes3 +. 2ata warehouses3 2ata warehouse is system for storing and delivering massive 1uantities of data that aids in analysis and decision6making. It is fre1uently use for decision support within an organiFation, and also allows the organiFation to classify *(, data, coordinate updates and identify relationships between information gathered from different parts of the organiFation. /. 2ata marts3 2ata marts are subject6specific data warehousesL often departmental or based on line6of6business. =. &ertical and application6specific analytic tools.
4. (arketing 'utomation
Campaign (anagement
2atabase (arketing
*utbound Call Center (anagement
<. *ptimiFes profitability, revenue and customer satisfaction 'nalysis of3
>hat 're the uying 4atternsW Cross !elling *pportunitiesW
>ho are the (ost 4rofitable Customers 4roducts
!ervices W
CompetitionW
A. Customer 4rofiting ? CategoriFation. -. 8p !elling Cross !elling of 4roducts ? !ervices @. 9raud 'nalysis . Churn (anagement
A3=(*& CRM )%3&(*3,
The following are the functions of analytical CR(3
Create a comprehensive customer knowledge base while ensuring privacy3 Capturing all relevant customer information from different sources, channels, and touch6points before, during, and after the sale and then integrating it into a customer knowledge base that provides a =A degrees view of the customer. This knowledge base mustL however, be guarded with utmost care so that the customersK right to privacy is never compromised in any way.
(easure and predict customer behavior by analyFing customer knowledge3 'pplying a comprehensive set of analytical methods to measure and optimiFe customer relationship and answering all
relevant business 1uestions. The customer intelligence that results from this analysis includes3
Customer behavior3 This is epressed through customer preference, priorities, and activities.
Customer &alue3 This is epressed in terms of customer profitability, customer lifetime value, and potential.
Customer portfolio3 This re1uires developing a clear understanding of the composition of customer portfolio and how it can be optimiFed.
2eploy the results of the analysis to improve customer value3 The insights gained through the above analyses helps a company gear its CR( processes towards customer centricity, and improve its customer
interactions.
9ollowing
are
possible
outcomes
of
deployment of the analytical insights3
'c1uiring new profitable customers by cloning your best customers.
Improving relationships with eisting customers by addressing their individual needs more effectively and more efficiently. This is accomplished through automating and personaliFing interactions with them on the basis of the sound customer knowledge ac1uired through CR( analytics.
*ptimiFing cross6selling and up6selling opportunities. Improving customer loyalty and reducing a customerKs propensity to churn.
Targeting high6value customers3 CR( analytics provides a company with the knowledge of the customer lifetime value that enables a company to focus its limited resources in marketing, sales, and service at high6value customers.
Integrate customer value into strategic enterprise management to
improve shareholder value. 'n improved understanding of customersand customer segments facilitates integration of marketing sales, and service
strategies into the enterprise strategy.
Customer
'nalysis and
4ersonaliFation
Information !egmentation
roadcast through
Transaction
'll Channels
Customer
2esign
4ersonaliFation
Reach every
9acilitate
2ata
Relevant
9or each customer
Customer
Interaction
>arehouse
where
COLLABORATIVE CRM Collaborative CR( includes a suite of customer interaction software such as e6mail management and conferencing tools. Collaborative CR( takes things a stage further, and provides a point of interaction between customers, staff and business partners, through new and traditional groupwareweb technologies. The application of collaborative service De.g., personaliFed publishing, e6mail, communities, conferencing, >eb6enabled customer interaction centersE to facilitate interactions between customers and organiFations De.g., customers to sales, sales to marketing, organiFational activities related to customer informationE for the purpose of improving co6ordination and communication, thereby establishing lifetime customer value beyond the transaction Di.e., a Gpartnering relationshipGE.
This includes technologies such as3 &oice 6 Interactive &oice Response DI&RE, Computer Telephony Integration DCTIE, and 'utomatic Call 2istribution D'C2E Conferencing 6 >eb Conferencing Response3 )mail, 9a and collaborative chatting.
BENEFITS OF CRM !ITH THE HELP OF TYPES OF CRM %ighlighting a few benefits whereby different types of CR( help enterprises3 o
Retain eisting customers, CR( helps increase customers loyalty by tracking and coordinating all customer interactions It also gives the customer a single, consistent and uniform eperience irrespective of the channel used to interact with the company.
o
'ttract, ac1uire, and grow new customers. CR( helps companies in refining strategies and take timely action by providing real6time feedback on marketing initiatives and sales leads through analysis and reports.
o
RecogniFe and
take
advantage
of
new
competitive
opportunities. ecause all interactions with a customer Dor potential customerE are tracked, opportunities for up selling and cross selling are more easily recogniFed. o
Improved response time to customer re1uests for information. >ith /6hour access to information and faster tools for communication such as email, web chat, etc., the customer can contact anytime and from anywhere.
o
4roduct meets customer re1uirementsL ased on the customer like and dislikes and with the capability of online configuration, companies or customers can create products suiting their needs.
o
Improved customer satisfaction, y analyFing the customer behavior and providing a single view of the customer across the departments, line6of6business or the interaction channels, CR( helps in better servicing of the customer.
o
Improved revenue and reduced cost, ecoming customer centric
increases
revenue,
profitability
and
employee
productivity, as well as improve overall shareholder value.
9acets ? )lements of CR( 3 +.CR( &ision 3 #eadership, (arket 4osition, &alue 4roposition /.CR( !trategy3 *bjectives, !egments, )ffective Interaction = &alued Customer )perience
*rganiFational collaboration
8nderstand Re1uirement
culture and structure
Culture and !tructure (onitor
customer understanding
people skill, competencies <.CR( 4rocess3 Customer #ife Cycle, Qnowledge (anagement Competition )pectations !atisfaction vs.
A.CR( information3 2ata, 'nalysis, *ne view 'cross Channels -.CR( Technology3 'pplications, 'rchitecture, infrastructure @.CR( (etrics3 &alue Retention, !atisfaction, #oyalty, Cost to !erve
'chieving the long6term value of customer relationship management DCR(E re1uires a strategy involving the whole business and should be approached at an enterprise level. *nly a small, but growing, number of enterprises are tackling CR( at this level, with most CR( initiatives consisting of departmental projects or attempts to integrate the work of multiple projects. )ecuting enterprise6level CR( is not easy. It re1uires board6level vision and leadership to drive a. 0relentless focus on the customer.G It involves learning new customer management skills, potentially difficult changes to processes, culture and organiFation, and grappling with the technology challenges of multichannel alignment, systems integration and data 1uality. )ven if the board accepts the need for enterprise6level CR(, the 1uarterly demands of revenue and profit targets, especially in delicate economic conditions, often mean that, although CR( is the most important challenge facing an enterprise, it is not seen as the most urgent. This typically results in a focus on isolated tactical G1uick winsG until conditions are better. Through /<, enterprises that use a strategic CR( framework to estimate, plan and promote their CR( initiatives while building up their capabilities in small piloted steps are twice as likely to achieve planned business benefits as enterprises that pursue projects without framework D.- probabilitiesE. The framework emphasiFes the need to create a balance between the re1uirements of the enterprise and the customer. The two central building blocks in the 9igure Dvalue customer eperience and organiFational collaborationE are joined by a yin and yang motif to emphasiFe that this is where people meet, build relationships and provide value to each other.
Through /<, percent of successful CR( initiatives will have balanced the needs of improved customer eperience with improved organiFational collaboration D.@ probabilityE. Too many CR( initiatives suffer from an inward focus on the enterprise, whereas the point of CR( is to achieve a balance between value to shareholders or stakeholders and value to customers for mutually beneficial relationships.
+ 7 &ision3 !uccessful CR( demands a clear vision so that a strategy and implementation can be developed to achieve it. The CR( vision is how the customer6centric enterprise wants to look and feel to its customers and prospects 6 the customer value position DC&4E and the corporate brand values are key to the CR( vision. >ithout a CR( vision, the enterprise will not stand out from the competition, target customers will not know what to epect from it and employees will not know what to deliver in terms of eternal customer eperience. ' successful CR( vision is the cornerstone to motivating staff, generating customer loyalty and gaining a greater market share. GCreating a CR( &isionG defines a CR( vision, outlines the key steps and challenges in creating it and discusses its role in creating a successful CR( program.
/ !trategy3 ' CR( strategy is not an implementation plan or road map ' real CR( strategy takes the direction and financial goals of the business strategy and sets out how the enterprise is going to build customer loyalty 6 that Gfeel6good factorG of customer connection with an enterprise that means customers stay longer, buy more, recommend the enterprise to others and are more willing to pay a
premium price3 The objectives of a CR( strategy are to target, ac1uire, develop and retain valuable customers to achieve corporate goals.
=. &alued Customer )perience3 CustomersK eperiences when interacting with the enterprise play a key role in shaping their perception of the enterprise 6 the value it provides and the importance it place on the customer relationship. $ood customer eperiences drive satisfaction, trust and long6term loyalty. 4oor customer eperiences have the opposite effect and, because bad new travels faster and further than good news, they harm the enterpriseKs ability to create new relationships with prospects. "o amount of internal Gsecond guessingG can simulate what itKs really like to be a customer.
. *rganiFational
Collaboration
3
(any
enterprises
believe
that
implementing CR( technologies makes them a customer6centric organiFation. They forget, ignore or deliberately avoid the necessary changes to the enterprise itself. True CR( means that individuals, teams and the whole enterprise must become more focused on the needs and wants of the customer. The term GorganiFational collaboration, KKhighlights the many facets of the customer6centric internal change needed to deliver the re1uired and desired eternal customer eperience. 's a critical part of a CR( program, it will involve changing organiFational structure, incentives and compensation, skills and even the enterprise culture. *ngoing change management will be key.
<. 4rocess3 4ast efforts to re6engineer processes were primarily driven by the desire to improve the efficiency of an enterprise and reduce costs. The beneficiary was the enterprise, not its customers. The rise in CR( has led to a focus on reworking key processes that touch the customer and asking customers which processes matter to them. >e call this customer process re6entineering. )nterprises fre1uently do not realiFe that their functionally fragmented processes often mean that the customer has a poor eperience and receives less than the epected value. !uccessful re6engineering should create processes that not only meet customersK epectations, but also support the customer value proposition, provide competitive differentiation and contribute to the desired customer eperience.
A. Information3 !uccessful CR( re1uires a flow of customer information around the organiFation and tight integration between operational and analytical systems. %aving the right information at the right time is fundamental to successful CR( strategies, providing customer insight and allowing effective interaction across any channel. 8nfortunately, most enterprisesK CR( information capabilities are poor 6 the result of numerous and fragmented departments, initiatives, databases and systems. )nterprises that establish a business plan for sourcing, managing and leveraging their customer information assets are more likely to achieve their CR( goals and objectives and gain a competitive advantage.
-. Technology3 9or most technologists, CR( is all about technology, CR( technologies are an essential enabler for any modem CR( business strategy, but they are just one piece of the puFFle. $artner has a wealth of ongoing research into CR( technology issues and GTechnology 2ecisions 're Qey to )nabling CR( !trategiesG D296+6 @@/E looks at the key decisions that enterprises have to take in three areas3 CR( applications, architectural issues and integration. In many CR( projects, integration issues start as a relatively low priority, and then rise in prominence Dcosts and timeE as enterprises realiFe that true CR( re1uires seamless customer6centric processes, supported by integrated technology across the enterprise and its supply chain. @ (atrics3 The other seven building blocks depend on performance targets and metrics to gauge their success, and enterprises must set measurable CR( objectives and monitor CR( indicators to successfully turn customers
into assets.
>ithout
performance
management, a CR( strategy and associated program is destined to fail. ' framework for measuring and enterpriseKs success with CR( by creating a hierarchy of performance metrics involves four levels, namely3 corporate, customer strategic, operational and process, and infrastructure input metrics. These metrics have an internal and an eternal focus and link operations to strategy and corporate financial benefits. )ach enterprise will have a uni1ue set of metrics applicable to their situation.
To achieve the long6term value of CR(, enterprise must understand that it is a strategy involving the whole business, and thus should be approached at an enterprise level. CR( initiatives need a framework to ensure that programs are approached on a strategic, balanced and integrated basis. Thus, $artner defines customer relationship management DCR(E as a business strategy that maimiFes profitability, revenue and customer satisfaction by3
*rganiFing around customer segments
9ostering behavior that satisfied customers
Implementing customer6centric processes.
CRM STRATE"IES Customer relationship management DCR(E strategies and the technologies that enable them make it possible to figure out what customers want and the most profitable ways to give it to them 6important in an age when ac1uiring new customers O is about five to + times the cost of retaining current ones. CR( strategies are based on the premise that 1uick, accurate knowledge about customers empowers organiFations to increase the value of current customers, keep them longer and more effectively ac1uire new customers. ' CR( strategy takes direction and financial goals from the business strategy, and revisits the marketing strategy to customiFe it as shown in 9igure. It provides an overview of how the enterprise will build valuable customer relationships and customer loyalty. The first stage in developing the CR( strategy is to segment customers into categories, and to set objectives and metrics for each segment. The second stage is to assess the state of the customer base when viewed as an asset. That can be achieved by plotting the strength and value of customer relationships along two perspectives3
%ow much does the customer value the enterpriseW
%ow much does the enterprise value the customerW The result is a customer asset matri as seen in 9igure, which
combines the supplierKs view of customer value segments with an estimate of the strength of the customer relationship. The third stage is to define the objectives to be met and the tactics to be used. The customer strategy customiFes the traditional marketing strategy for different target customer segments, and thus supersedes it.
CR( strategy as derived from business strategy3 usiness !trategy %ow do we deliver stakeholder value and build competitive advantageW (arketing !trategy
CR(!trategy
%ow do we take advantage
%ow do we get closer to the
of market opportunities and
Customers to deliver value to
mitigate competitive threatsW
them and create value for usW
(arket definition and audit &ision3 market position 'nalysis of strengths, weaknesses opportunities and threats Target market segments *bjective for each market segment penetration, development, maintenance and productivity (easures3 market share, brand e1uity and to market penetration ased on product life cycle
&ision3 customer eperience Customer definition, and behavior and re1uirement audit Capability analysis Target customer segment by value *bjective for each customer ac1uisition, development, retention efficiency (easures3 satisfaction, loyalty, cost serve and employee satisfaction. ased on the customer life cycle
Customer 'sset (atri3
4roject 4osition
Invest to 4rotect
Invest to >in *ver
2amage #imitation
Counter Competition
Invest to uild
>in the *pportunity
Careful (anagement
(anage for 4rofitability
uild !electively
(anage for Revenue
(anage for Revenue
(anage for 4rofitability
(anage for 4rofitability
(anage for Revenue
Consider 2ivesting
Customer 4otential D&alue to )ntpriseE
#arge !hare of >allet !ome
4otential
X #ow
Transactional
%%ighly !ecure
!ecure
&ulnerable
9ragile
%igh of Relationship
!trength #ow D&alue to Custo merE.
CREATIN" A CRM BUSINESS STRATE"Y
Qnow your objectives O The idea is to keep and ac1uire customers with the greatest value potential. y establishing objectives, one can determine specific, 1uantifiable customer ac1uisition, development and retention targets that meet corporate financial goals. %ow this is best accomplished depends on the kind of organiFation and its priorities. *f course, customer retention is important to just about all organiFations. usiness6to6business enterprises aiming to become a preferred supplier often give high priority to customer development. usiness6to6consumer enterprises with an eye to boosting market share concentrate
on customer ac1uisition. $overnment
and
non6profit
organiFations tend to care most about customer satisfaction. Qnow thyself6 !tart by answering these 1uestions3 >hat are your enterpriseKs goals and imperativesW >hat should be achieved with a CR( initiativeW >hat business units will be affectedW >hatKs the condition of the IT infrastructureW >hat needs to be upgraded, integratedW Transform your customer base into an asset 6 e customer6centric. 9ocus objectives on your customer life6cycle, which then mirror your productservice life6cycle. This means3
'nalyFe your customers. #ook for ways that customer value is lost or uneploited. >hen youKve spotted where action is re1uired, you can set metrics and monitor them.
;ibe ;ibe CR( and corpor corporate ate strate strategie gies.K s.K CR( strate strategy gy cannot cannot stand stand aloneL it must be derived from corporate goals and imperatives, and it must be linked to other operational strategies.
Qeep Qeep it fle fleib ible le.. In a chal challe leng ngin ing, g, com competi petiti tive ve envi enviro ronm nmen entt unpredict unpredictably ably impacted impacted by discontinu discontinuous ous change, change, CR( strategy strategy needs to be dynamic and timely, adapting operational efforts and corpor corporate ate direc directio tion n to marke markett condit condition ions. s. Th Thus, us, succes successfu sfull CR( strate strategy gy evolve evolvess in an iterat iterative ive proces processs that that takes takes advant advantage age of customer and operational feedback to refine objectives, tactics and processes.
uild a repeatable, continuously improving process3. The goal is to efficiently utiliFe all your organiFationKs resources to present one friendly, consistent face to customers. Customers should get the same information about your company from any channel6from website to call centre to sales force to marketing brochure. Companies that want to lock in customer loyalty and maimiFe profitability need to employ employ four CR( tactics3 +E build a customer growth strategy upon a CR( foundation of strategic intent and cost managementL /E avoid the CR( whipsaw effectL =E donKt buy into the technology silver bulletL and E measure satisfaction with CR(. These tactics will ensure that CR( program programss can successfully successfully adapt to the pending changes changes in the economy.
BUILD A CUSTOMER "RO!TH STRATE"Y
usiness must build top6line growth strategies upon the foundation of their CR( programs by ensuring that strategic intent and cost management measu measures res are instit instituti utiona onaliF liFed. ed. (any (any compan companies ies have have not determ determine ined d strategic intent or have not focused on developing clear metrics to measure performance. performance. :et many have done some cost cutting within customer6 facing functions and lowered their cost6to serve just to reduce the overall cost of sales. These cost6structure changes should be modified to invest in these fields of CR( so that growth strategies gain some early wins, no matter what state the economy is in. 's the economy turns into recovery, the winners are likely to be those who have not only stabiliFed their customer service and sales costs, but those who are improving the effectiveness of cust custo omer
rete reten ntio tion
and and
loyalt yalty y
prog progrrams. ams.
Improv proved ed
cust custom omer er
segme segmenta ntatio tion, n, custom customer er satisf satisfact action ion,, and servic servicee strate strategie giess sho should uld be tailored in downturns and epanded in upswings, but need to remain long6 term goals of any successful CR( program.
AVOID THE !HIPSA! EFFECT
!enior management commitment is critical to the success of any major corporate initiative. CR( is certainly no eception. In fact according to CR( magaF magaFine ineth thee '.T '.T. Qearne Qearney y surve survey y result results, s, IT decisi decision6 on6ma maker kerss ranked eecutive sponsorship as the most important factor for maimiFing the return on their CR( investments.
If CR( initiatives are not in the C)*Ks agenda, then investments in these initiatives have a much lower probability of success. 'dditionally because CR( is a fundamental shift in the way a company does business with with its custom customers ers,, rathe ratherr than than just just a one6ti one6time me e6busi e6busines nesss initia initiativ tive, e, it re1uired continuous leadership support over multiple years. This type of long6term senior management management support can only be achieved and maintained if a long6term strategic plan is developed. The time frame also re1uires the strategic plan to have built6in contingencies get caught in a CR( whipsaw3 over investing in one year and then cutting to the bone in the net. The result is unrealiFed investments, s1uandered opportunities, and a loss of employment for the CR( champion. The whipsaw may affect users as well. )mployees whose new customer6centric behaviour enable CR( success can get caught in the whipsaw if communications about cust custom omer er stra strate tegy gy and and CR( CR( proc proces esse sess are are no nott clea clearr or cons consis iste tent nt throughout changes in the business cycle.
DON@T BUY INTO THE TECHNOLO"Y MA"IC BULLET
The CR( vendor landscape is changing rapidly. 4lacing all bets on a single vendor or technology can prove disastrous. The unstable economy has caused a vendor shakeout. It has reduced the number of CR( vendors, but also have enabled the strongest companies to survive with the best6 integ integrat rated ed offe offerin rings. gs. !tron !trong g vendor vendors, s, after after ac1uir ac1uiring ing or merg merging ing with with smal sm alle lerr nich nichee vend vendor ors, s, stil stilll have have to refi refine ne the the resu result ltin ing g inte integr grat ated ed offerings. )ven so, research indicates software functionality is not the prime factor factor in selecting a CR( vendor. vendor.
9inancial viability and R*I remain the most important factors in selecting a CR( vendor. 9inancial viability and R*I remain the most important factors in selecting a vendor, and reflector the fact that the best6of6breed approach in recent years has left a number of companies holding the bag of unsupported applications. The focus on vertical epertise has also been increasing. Companies stung by the challenges and high costs of customiFing standard applications are demanding that the major vendors of the CR( world ensure that vertical customiFations are prebuilt into the application they install. Customers are focusing on implementing the best vertical application available. This shift has also been pressuring vendors that have not caught up with the virtualiFation wave or have poorly packaged and standardiFed their industry eperience within applications. MEASURE SATISFACTION !ITH CRM
(easuring CR( success has often been elusive, but it is possible to measure satisfaction with CR(. Companies have often measured success either by R*I or by changes in customer satisfaction to justify CR( benefits. 'lthough capturing R*I and preventing CR( budget epansion is important, the CR( magaFine'.T. Qearney research indicates that A percent of companies claim their CR( initiatives met or eceeded epectations. *f the rest /< percent did not set epectations. !o far the moment, there appears to be more satisfaction with CR( projects than not. %owever, R*I generally measures the internal return of a technologyprocess or organiFation improvement project.
IN A NUTSHELL
CR( strategies offer companies a complete view of their customers across the entire organiFation.
>hen implemented properly, a CR( strategy integrates all customer6facing and back office applications with the same data. Companies reap large gains from these efficiencies by offering better service and developing deeper relationships with customers.
In order to achieve those gains, the implementation of the CR( strategy has to create a =A degree view of the customer. This means merging the information silos maintained by each department into a single data repository accessible by all departments.
!election of technology is vital to a successful CR( implementation. !electing a package approach, rather than tying together eisting individual
Implementation of a CR( strategy is by no means a project for the IT department alone. (arketers must be directly involved in the process because they will ultimately win or lose based on the 1uality of the outcome. If implemented properly, a CR( strategy enables marketers to interact with customers armed with useful information. 'dditionally, by analyFing eisting customer data, marketers have better tools to build future marketing campaigns, increase sales and drive R*I.
FUTURE TRENDS IN CRM
It is not suddenly that the business managers have realiFed that the customer is supreme or the need to render personaliFed service. %owever, it was not possible to address the preferences of a massive group of widely dispersed individuals. "either the tools nor the technology were available. The smart business managers did the net best thing, which was to conduct a market research and classify the market into broad segments with different preferences. The product managers would Dand still doE then position their products catering broadly to these segments. The information systems have evolved tremendously over the last three decades and so have the communication systems, as shown in 9igure. >hile )R4, the management mantra of the nineties, offered the means to optimiFe resource planning at the enterprise level encompassing every area of the enterprise on a real time basis, there was still no means of connecting to the customers. The customer had just too many locations. The commercial penetration of Internet into the homes changed everything. It provided the means to take the integrated enterprise information system to the customerKs living room. %e could buy, sell or bank sitting there, while uni1uely identifying himself.
This has led to the evolution of CR(, which uses the "et to integrate the customer contact points directly with the enterprise. It provides the means to interact with every customer individually Dthereby interacting with million or ever billions of customersE. The interactions over a period of time create a history that is available to the field sales support personnel at the touch of a button.
"o. of respondents
+H
Rental
+
/
rand value
/<
<
"etwork coverage
+
/
'll of those
<
+
Total
<
+
I"T)R4R)T'TI*"3 In my survey I found that <H of subscribers prefer !"# due to its brand value and /H of subscribers prefer it because reasonable rental charges ./H of subscribers for network coverage, only +H of subscribers supports all of these.
C3,*,(3&= 5 ) &%,($+, (+, BSNL "o. of respondents
+H
+ year
/
/ years
+
/
/
<
+
(ore than =years Total
I"T)R4R)T'TI*"3 In this survey I came to know that, H of subscribers were stick to this since = years. This shows their loyalty toward !"#.due to introduction of new offers H of subscribers were using from + year and only /H were using from / years.
A3=,*, 3 T= ) &33&(*3 %, = (' &%,($+,. "o. of respondents
+H
4repaid
=<
-
4ostpaid
+<
=
total
<
+
INTERPRETATION
I found that -H of the subscribers were interested i prepaid connection and only =H of were prefer postpaid connection.
'nalysis on customerKs monthly epenses on mobiles
"o. of respondents
+H
#ess than +<6
<
+
+<+6to =<6
+
/
=<+6to <6
=
A
'bove <6
<
+
total
<
+
INTERPRETATION:
In my survey I found that the monthly epenses of !"# subscribers were as follows3 AH were in between Rs6 =<+6to <6,H were in between Rs +<+6 to =<6..
A3=,*, ) +&*5*39 +$*3+, +9%+= ( = *<( %
"o. of respondents
+H
:es
=-
-
"o
+=
/A
Total
<
+
INTERPRETATION:
In my survey I found that -H of subscriber told that they receive remainders regularly and only /AH of subscribers remainders./
told
that
they
are
not
receiving
any
A3=,*, 3 +$ )& = (' &%,($+, *3 ('*+ &33&(*3 N. ) +,33(,
100
S*93 +$
0
60
P+$, *('
1
0
10
0
100
+&'+9 &%3,@ U33( &(*5(*3 T(
INTERPRETATION:
In my survey I found that AH subscribers were facing signal problem,=H of subscribers were facing problem with their recharge coupons,their connection and +H of subscribers were facing problems like unwanted activation.
A3=,*, 3 +$ +&(*)*&(*3 *3 BSNL &33&(*3
"o. ) respondents
+H
7Immediately
+ day
=<
-
/ days
<
+
(ore than / days
+
/
Total
<
+
INTERPRETATION:
In my survey I found that -H of subscribers told that + day takes to rectify problem. 'nd +H ? /H of subscribers says that it takes / days and more than /days.
FINDIN"S
Customers are basically satisfied with present offerings of !"#.
In my survey I found that most of the customer were facing some problems.
It was observed that most of the customers epressed their unhappiness because they are facing problems like signal problem and Dparticularly postpaidE they were wrongly charged or they never received bills on time.
9ew subscribers were very particular about rentals.
Through my survey, I came to know that most of the customers are satisfied with !"# plans and toppings.
Through my survey I observed that most of the customer’s monthly epense was in between Rs6 =<6and <6
I observed that most of the customers are prepaid connection holders.
I observed that most of the customers like 'irtel advertisement and punch6line.
Through my survey I found that !"# takes at least /6= days to rectify problems.
!"# KC!C representatives provide the information to all the subscribers.
It is observed that the relationship between the subscribers and the !"# was goo
SU""ESTIONS
To retain eisting customers !"# has to offer better or improved schemes from time to time to compete with the competitors. This would automatically attract new customers. 7 !"# should continue to offer the best toppings to stay at the top. 7 There should be no compromise in 1uality and the network facility. 7 !"# has to spend more on advertisement to attract customers. 7 To ensure better customer satisfaction and maintain higher level of Customer relationship management, !"# has to strengthen its network coverage. 7 To attract customers of different age groups it has to introduce new offers totally different from others.
BIBLIO"RAPHY
T)UT **Q
'8T%*R
PRINCIPLES OF MARKETING
-
PHILIP KOTLER
MARKETING RESEARCH
6
D.D SHARMA
-
H.PEER
CUSTOMER RALATIONSHIP MANAGEMENT
>)!IT)!3 www.bsnl.com www.apbsnl.co.in www.google.com
MOHAMMED
UESTIONNAIRE
"ame3 'ge
3
(obile "o3 *ccupation +. >hy do you prefer !"#W aERental bEbrand value
D cEnetwork coverage dEall
/. 9rom how long you are using the !"# connectionW aE + year bE/years
D
E
D
E
D
E
bEpostpaid
. %ow much is your monthly epenses on your mobilesW aEless than +<6bE +<6=<
cE=<6<
dEabove <
<. 2o you receive remainders regularly to pay billtop up aEyes
of these
cEmore than =years
=. >hich type of connection you are using W aEprepaid
E
D
E
bEno
A. >hich type of problem you are facing in your connectionW aEsignal problem activation
bErecharge coupons
cEunwanted D
-. .In case of any problem, how long does it take to rectify itW aE Immediately bElst day cE/days dEmore than /days
D
E
D
E
@. 're you regularly receiving promotional calls from !"# W aE :es bE"o
.2oes !"# KC8!T*()R !)R&IC) C)"T)RK representatives provides the information you re1uired W aE :es +.%ow satisfied are you
D
E
D
E
D
E
bE"o
with the clarity of information they
provided W aEecellent
bEgood
cEfair dEpoor
++. 're you satisfied with !"# present offeringsW aE satisfied bEunsatisfied
+/. >hich company advertisement promotion and punch lines you like the most
D
E
aE !"# 6est hai mere liye bE 'irtel6arriers break when people talk, )press yourself cE Reliance6karlo dhuniya mutti mei dE Idea6 'n idea can change your life +=. verall satisfaction on !"#W aE !atisfied bE unsatisfied
D
E