BSNL Project MBA

A study on

CUSTOMER

RELATONSHIP

MANAGEMENT

IN BHARAT

SANCHAR NIGAM

LIMITED % GMTD RAJAHMUNDRY A Project report Submitted to Andhra University in the Partial fulfilment of the Requirement for the Award of the Degree of  MASTER OF BUSINESS ADMINISTRATION Submitted by KOLA GANESWARA RAO REG.NO 109287302011 109287302011

(2009-2011)

Under the Guidance of  SriJJJ JEEVAN RAM Lecturer in management studies

SREE

RAMA INSTITUTE OF MANAGEMENT (Sponsored by Sree ^aira Educational Society) .

Affiliated

to Andhra University / A I.C.T.E.

New Delhi.

. Pydiparru, TANUKU -534211 W.G.Dist (A.P) Andhra Pradesh

ACKNOWLEDGEMENT. I Would like to express my Sincere thanks to P. Srinivas, MBA., HEAD, PG Dept., of Management Studies , ( MBA) for  his Constructive Cooperation and Valuable Guidance throughout the Course and also during the Project Work. I am Grateful to my Project guide Sri. J. J J. JEEVAN RAM, MBA, lecturer in management Studies for his valuable guidance and Suggestions to complete this project report successfully. I express my gratitude to Sri. G. RAGHAVENDRA RAO, I.T.S., GENERAL MANAGER East Godavari Telecom Division. Sri. G.V. Manoj kumar, I.T.S Dy. General Manager(AP) BSNL, RJY. Sri. Y. Prabhakar Rao AGM(CFA) %GMTD Rajahmundry. I

am also thankful to Sri. P. Narasimha Rao, Divisional Engineer 

(Admn.)% GMTD Rajahmundry.

Express my thanks to Sri. CH. VENKATA

RAO , SDE (MKTG&PR) BSNL, RJY for Providing me With the opportunity to do my project in their organization. I express my thanks to My parents, and friends Who helped and Supported me a great extent extent to complete this Project. Further I thank the Almighty in Bestowing his blessings on me for Successful completion of my studies.

K. Ganeswara Rao.

CONTENTS ♦ CHAPTER-I •

INTR INTROD ODUC UCTI TION ON OF THE THE STU STUDY DY

•

OBJE OBJECT CTIV IVES ES OF THE THE STUD STUDY Y

•

SCOPE OPE OF THE STUDY

•

MET ME THODO HODOLO LOGY GY OF STUD STUDY Y

•

LIMI LIMITA TATI TION ONS S OF OF THE THE STUD STUDY Y

♦ CHAPTER-II •

42

THEO THEORE RETI TICA CAL L FRAM FRAME E WORK  WORK 

♦ CHAPTER-V •

23

COMPANY PRO PROFILE

♦ CHAPTER-IV •

15

INDUSTRY PR PROFILE

♦ CHAPTER-IH •

1

74

ANAL ANALYS YSIS IS & INT INTER ERPR PRET ETAT ATIO ION N

♦ CHAPTER-VI •

FINDINGS

•

SUGGESTIONS

86

♦

BIBLIOGRAPHY

88

♦

QUESTIONNAIRE

89

INTRODUCTION

Cust Custom omer er rela relati tion onsh ship ip mana manage geme ment nt (CRM (CRM)) , is a nu numb mber er of  strategies and technologies that are used to build stronger relationships   be betwe tween com compani paniees and and thei theirr cust custom omer erss. A com company pany will ill sto store information that is related to their customers, and they will spend time analyzing it so that it can be used for this purpose. Some of the methods connected with CRM are automated, and the  purpose of this is to create marketing strategies which are targeted towards spec specif ific ic cust custom omer ers. s. Th Thee stra strate tegi gies es used used will will be depe depend nden entt on the 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 CRM has become so important in the last 10 years. The competition in the global market has become highly highly compet competiti itive, ve, and it has become become easier easier for for custom customers ers to switch switch companies if they are not happy with the service they receive. One of the  primary goals of CRM is to maintain clients. When 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. Each software program may vary in the way it approaches CRM. It is important to realize that CRM 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 is-"not done, the CRM system will become a failure. There are a number of things the ideal CRM system should have. It should allow the company to find the factors that interest their customers the most. A company must realize 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 CRM system to foster a philosophy that is oriented towards the customers. While this may sound like common sense, there are a sizeable number of companies that have failed to do it, and their businesses suffered as a result. With CRM, 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. While CRM should not be viewed as a technology, it is important to realize 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 CRM. If a company fails to provide quality customer support, they have also failed with their CRM system. When a customer makes complaints, they must be handled quickly and efficiently. The company should also seek to make sure those mistakes are not repeated. When sales are made, they should be tracked so that the company can analyze them from various aspects. It is also important to understan understand d the architectu architecture re of Customer Customer relationsh relationship ip managemen management. t. The architecture of CRM can be broken down into three

categories, and these are collaborative, operational, and analytical. The coll collab abor orat ativ ivee aspe aspect ct of CRM CRM deal dealss with with comm commun unic icat atio ion n betw betwee een n 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 commoditization. To drive profits in this  business. You must increase the average lifetime value per customer and minimize 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   bes bestt serv servic icee to cust custom omer erss by inve invest stin ing g in tech techno nolo logy gy that that empo empowe wers rs consumers and service agents to have intelligent, productive conversations. In a marketplace where consumers are increasingly aware of their choices, consistent service quality is the foundation of a durable brand.

TELECOMMUNICATION SECTOR  Thee sect Th sector or that that incl includ udes es the the tele teleco comm mmun unic icat atio ions ns serv servic icee prov provid ider ers, s, network operators, regulators, manufacturers, subscribers, and users. The telecom sector has seen much change during the past two decades. At first, it was the opining up of the equipment manufacturing sector, followed by the corporatisation of the government owned entities, Videsh Videsh Sancha Sancharr Nigam Nigam Limite Limited d (VSNL) (VSNL) and Mahan Mahan agar agar Teleph Telephone one  Nigam Limited (MTNL). Subsequently, the sector was opened for private participation in basic other value added services. The most recent liberalization moves have been the corporatization of the Department of Teleco Telecom m into into Bharat Bharat Sanch Sanchar ar Nigam Nigam Limite Limited d (BS (BSNL) NL) and the privatization of VSNL.

CRM AND THE TELECOM SECTOR  An effective CRM system includes tools such as a skilled customer care staff and leading edge automation and workflow management software   platforms. With this tool, it is possible for a telecom company to track  sales sales enquir enquiries ies,, troubl troublee ticket tickets, s, emails emails,, teleph telephone one calls, calls, and custom customer  er  satisfaction surveys.

INDUSTRY CHALLENGES AND E-GAIN SOLUTIONS CUSTOMER SERVICE IS KEY TO SALES AND LOYALTY

Tele Teleco com, m, espe especi cial ally ly mobi mobile le tele teleco com, m, is a high highly ly comp compet etit itiv ivee and and increasingly mature market. As network coverage, handsets, and price   pla plans ns beco become me less less impo import rtan antt as diff differ eren enti tiat ator ors, s, cust custom omer er serv servic icee is increasingly seen as the key factor in customer acquisition and customer  retention. INCREASING PRODUCT AND SERVICE COMPLEXITY:

Mobile telephony providers face a significant challenge to introduce and support the range of new products and services such as email, multimedia messaging, and synchronization with handheld devices, etc. Aliant, for instance, has achieved a 17% reduction in call handle time, which is translates to a saving of approximately $ 1.5 million in operating staff expenses

THE OPPORTUNITY FOR SELF-SERVICE:

Orga Organi niza zati tion onss woul would d like like to redu reduce ce the the cost costss of cust custom omer er care care by deflecting calls to web-based service channels, preferably to self-service. CUSTOMER SERVICE BECOMES THE T HE DIFFERENTIATOR: With the commoditization of products and services, fuelled by greater  access to competitive information over the web, customer service is one of  the few ways organizations can themselves and increase market share.

OBJECTIVES OF THE STUDY

• To find find out the relations relationship hip by by knowin knowing g the the satisfa satisfactio ction n level level of  of  subscribers about the telecom industry. • To know know the the custo customer mer opin opinion ion abou aboutt tarif tarifff rates rates of BSNL. BSNL. • Creating Creating awareness awareness to BSNL subscriber subscriberss about about the facilities facilities in  prepaid and postpaid connections. • Analyz Analyzing ing the proble problem m faced faced by by BSNL BSNL subs subscri criber berss • Analyz Analyzing ing whic which h connec connectio tion n is more more used used by by custom customers ers.. • Analyz Analyzing ing whic which h type type of toppi topping ng is more more used used by by custom customers ers.. • Analyz Analyzing ing the satisf satisfact action ion level level of custom customers ers toward towardss BSN BSNL L connection.

SCOPE OF THE STUDY:

The study is conducted on BSNL prepaid and postpaid users at 'BSNL CUSTOMER SERVICE CENTER’. The study is confined to the area of RAJAHMUNDRY. The size of the sample was 50.

METHODOLOGY

MARKETING RESEARCH

Definition of marketing research is approved by the board of the American Marketing Association (AMA) is: "Marketing research is the functions which links the customer and public To marketer through information used to identity and define marketing Opport Opportuni unitie tiess and proble problems; ms; genera generate te defin definee and evalua evaluate, te, market marketing ing Actions, monitor marketing performance, and improve understanding of  Marketing as a process”. Simply, 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. Objectivity in research is all- important. The heart of the scientific method is The objective gathering and analysis of the information. The

functi function on of of marke marketin ting g resea research rch within within a compan company y is to

 provide the Information and analytical inputs necessary for effective•

Plan Planni ning ng of of futu future re mar marke keti ting ng act activ ivit ity. y.

•

Contro Controll of marke marketin ting g opera operatio tions ns in in the the pres present ent..

•

Eval Ev alua uati tion on of mark market etin ing g res resul ults ts..

A rese resear arcch may may un und derta ertake ke any of thre threee typ types of resea esearc rch h investigations depending upon the problem. These three types of research included. • Basic research • Applied research • Desi Design gnat ated ed fact fact gath gather erin ing g

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 extend the horizon in given area of knowledge with no immediate application to existing problem.

APPLIED RESEARCH

It is an attempt to apply the various marketing techniques, which have  b bee een n deve develo lope ped d as rese resear arch ch,, firs firstt and and late laterr on they they beco become me appl applie ied d research techniques. It is an attempt to apply the basic principles and existing knowledge for the purpose of solving the operational problems.

DESIGNATED FACT GATHERING

It refers to a research where the investigator attempts nearly to gather  some predetermined data.

Steps in Marketing Research Process

Marketing Research Process can be carried out through the following steps:

Define the problem and research objectives

Develop the research plan

Collect the information

Analysis and interpretations

Present 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 need needed ed info inform rmat atio ion. n. Not Not to forg forget et the the cost cost or valu values es of rese resear arch ch the the Market Marketing ing manage managerr must must estima estimate te proces processs its approv approval, al, Resear Research ch plan plan calls For decision on a) Data source I.

Prim Primar ary y data data to to be col colle lect cted ed for for a spe speci cifi ficc purp purpos ose, e,

II.

Secondary data collected for another purpose and already existing somewhere.

1. Research Approaches: Approaches: Primary Primary data can be collected in four ways: ways: 1. Observ Observati ationa onall resear research ch 2. Focu Focuss grou group p rese resear arch ch 3. Surv Survey ey rese resear arch ch 4. Experi Experimen mental tal resear research ch 2.

Research Research Instrume Instruments: nts: Marketing Marketing researche researchers rs can use questionn questionnaires aires

in collecting of primary data, because of its flexibility, questionnaires is  by for the most common instrument used to collect primary data. 3. Sampling Sampling Plan: Plan: This plan plan calls calls for for the the three three aspect aspects:s:a) Define Define the samp samplin ling g unit. unit.  b) Decide Decide the the sampl samplee size. size. c) Decide Decide the sampling sampling procedur proceduree whether whether to use probabili probability ty or  non-probability non-probability sampling methods.

4. Contract method: 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

Data collection phase is generally the most expensive and the most phase to error. Carry out the field Work, collect data using the instruments, adjust the Problem of not at homes, replaced, refusal to co-operate, biased or dishonest answers. ANALYSIS AND INTERPRETATIONS

The next to last step is to extract pertinent findings from the collected data. The researcher edits, code, tabulate the collected data. PRESENTATION OF FINDINGS

As 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 METHODOLOGY/ DESIGN

The methodology adopted for eliciting the data required 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

Rese Resear arch ch meth method odol olog ogy y must must be clas classi sifi fied ed on the the basi basiss of the the majo major  r    purpose of the investigation. In this problem, description studies have  been under- 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 it's competitors, DATA COLLECTION

Thee info Th inform rmat atio ion n need needed ed to furt furthe herr proc procee eed d in the the proj projec ectt had had been been collected through primary data and secondary data. PRIMARY DATA

Primary data consists of information collected for the specific purpose at hand for the purpose of collecting primary data. Survey research is the approach best suited gathering description, SECONDARY DATA

The secondary data consists of information that already exist somewhere, Having been collected for another purpose. Any researcher begins the research work by first going through the secondary data. Secondary data includes the information available with the company. It may be the findings of research previously done in the field. Secondary data can also be collected from magazines, newspapers, other  surveys conducted by known research agencies etc.

RESEARCH METHODOLOGY

The respondents are the mobile connection holders with BSNL toppings faci facili liti ties es.. Th Thee surv survey ey was was carr carrie ied d in BSNL BSNL CUST CUSTOM OMER ER SERV SERVIC ICE E CENTER at Rajahmundry with the sample size of 50. The survey was carried out with the help of a structured questionnaire, which helps in accomp accomplis lishin hing g the resear research ch object objective ives. s. The respon responden dents ts by means means of   personal interview administer this structured ended questionnaire.

LIMITATIONS

The present study is subjected to following LIMITATIONS. ■ Method Method of data data collectio collection n was through through personal personal interv interview iew and and therefore bias becomes a major limitation. ■ Due to the time time constrain constraints ts all the the customers customers were were not covere covered. d. ■ The sample sample was restricted restricted to 50 custom customers, ers, which which may may restrict restrict the the scope and completion of study. ■ The scope scope of of study study is restric restricted ted only only to the Rajahmu Rajahmundry. ndry. ■ Owing Owing to their their pre occupa occupation tion some some customer customerss were unabl unablee to answer the complete questionnaire.

INDUSTRY PROFILE

The telecom network in India is the fifth largest network in the world meeting up with global standards. Presently, the Indian telecom industry is currently slated to an estimated contribution of nearly 1% to India's Thee Indi Th Indian an.. Tele Teleco comm mmun unic icat atio ions ns netw networ ork k with with 11 110. 0.Q1 Q1 mill millio ion n connections is the fifth largest in the world and the second largest among the emerging economies of Asia. Today, it is the fastest growing market in the world and represents unique opportunities for U.S. companies in the stagnant global scenario. The total subscriber base, which has grown by 40% in 2005, is expected to reach 250 million in 2007. According to Broadband Policy 2004, Government of India aims at 9 million broadband connections and 18 millio million n intern internet et connec connectio tions ns by 200 2007. 7. The wirele wireless ss subscr subscribe iberr base base has  jumped from 33.69 million in 2004 to 62.57 million in FY2004- 2005. In the last 3 years, two out of every three new telephone subscribers were wireless subscr subscribe ibers. rs. Conseq Consequen uently tly,, wirele wireless ss now accoun accounts ts for 54.6% 54.6% of the total total tele teleph phon onee subs subscr crib iber er base base,, as comp compar ared ed to on only ly 40 40% % in 20 2003 03.. Wire Wirele less ss subscr subscribe iberr growth growth is expect expected ed to byp bypass ass 2.5 millio million n new subscr subscribe ibers rs per  month by 2007. The wireless technologies currently in use are Global System for Mobile Communications (GSM) and Code Division Multiple Access ' (CDMA).. There are primarily 9 GSM and 5 CDMA operators providing mobile services in 19 telecom circles and 4 metro cities, covering 2000 towns across the country.

Evolution of the industry-Important Milestones History of Indian Telecommunications Year 

1851 185 1

First First oper operati ationa onall land land lines lines were were laid laid by the gove governm rnment ent nea near  r  Calcutta (seat of British power)

1881 18 81

Tele Teleph phon onee ser servi vice ce intr introd oduc uced ed in Indi Indiaa

1883 18 83

Merg Merger er with with the the pos posta tall sys syste tem m

1923 192 3

Format Formation ion of Indian Indian Radio Radio Telegr Telegraph aph Compan Company y (IRT (IRT))

1932 193 2

Merger Merger of ETC ETC and and IRT IRT into into the Indian Indian Radio Radio and and Cabl Cablee Communication Company (IRCC)

1947 194 7

Nation Nationali alizat zation ion of all all foreig foreign n teleco telecommu mmunic nicati ation on compan companies ies to to form the Posts, Telephone and Telegraph (PTT), a monopoly run by the government's Ministry of Communications

1985 198 5

Depart Departmen mentt of Telec Telecomm ommuni unica catio tions ns (DOT) (DOT) esta establi blishe shed, d, an exclusive provider of domestic and long-distance service that would be its own regulator (separate from the postal system)

1986 198 6

Conver Conversio sion n of DOT DOT into into two wholly wholly gov govern ernmen ment-o t-owne wned d companies: the Videsh Sanchar Nigam Limited (VSNL) for  international telecommunications and Mahanagar Telephone  Nigam Limited (MTNL) for service in metropolitan areas.

1997 199 7

Teleco Telecom m Regu Regulat latory ory Author Authority ity of Indi Indiaa crea created ted..

1999 199 9

Cellul Cellular ar Servic Services es are are launch launched ed in India India.. New New Nation National al Telecom Policy is adopted.

2000 20 00

DoT DoT beco become mess a corp corpor orat atio ion, n, BSNL BSNL..

Major Players

There are three types of players in telecom services:  

-State owned companies (BSNL and MTNL) -Pri -Priva vate te Indi Indian an owne owned d comp compan anie iess (Rel (Relia ianc ncee Info Infoco comm mm,, Tata Tata

Teleservices,) 

-For -Forei eign gn inve invest sted ed comp compan anie iess (Hut (Hutch chis ison on-E -Ess ssar ar,, Bhar Bharti ti Tele Tele--

Ventures, Escotel, Idea Cellular, BPL Mobile, Spice Communications) BSNL

On October 1, 2000 the Department of Telecom Operations, Government • of India became a corporation and was renamed Bharat Sanchar Nigam Limited (BSNL). BSNL is now India's leading telecommunications company and the largest public sector undertaking. It has a network of over 45 million lines covering 5000 towns with over 35 million telephone connections. The statestate-con contro trolle lled d BSNL BSNL operat operates es basic, basic, cellul cellular ar (GSM (GSM and CDMA) CDMA) mobile mobile,, Inter Internet net and long long distan distance ce servic services es throug throughou houtt India India (except Delhi and Mumbai). BSNL will be expanding the network in line with ith the the Tent Tenth h Five ive-Year Year Plan Plan (199 (1992 2-97 -97). Th Thee aim aim is to prov rovide ide a tele teleph phon onee dens densit ity y of 9.9 9.9 per per hu hund ndre red d by Marc March h 20 2007 07.. BSNL BSNL,, whic which h  became the third operator of GSM mobile services in most circles, is now  planning to overtake Bharti to become the largest GSM operator in the country. BSNL is also the largest operator in the Internet market, with a share of 21 per cent of the entire subscriber base.

BHARATI:

Established in 1985, Bharti 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 Delhi, first private basic telephone service  provider in the country, first Indian company to provide comprehensive telecom services outside India in Seychelles and first private sector service  provider to launch National Long Distance Services in India. Bharti TeleVent Ventur ures es Limi Limite ted d was was inco incorp rpor orat ated ed on July July 7, 19 1995 95 for for prom promot otin ing g inve invest stme ment ntss in tele teleco comm mmun unic icat atio ions ns serv servic ices es.. Th Thee grou group p has has a tota totall customer base of 6.45 million, of which 5.86 million are mobile and 588,000 fixed line customers, as of January 31, 2004. In mobile, Bharti's footprint extends across 15 circles.

MTNL: MTNL was set up on 1st April 1986 by the Government of India to upgrade the quality of telecom services, expand the telecom network, introduce new services and to raise revenue for telecom development needs of India's key metros - Delhi, the political capital, and Mumbai, the  business capital. In the past 17 years, the company has taken rapid strides to emerge as India's leading and one of Asia's largest telecom operating comp compan anie ies. s. Th Thee Govt Govt,, of Indi Indiaa curr curren entl tly y ho hold ldss 56 56.2 .25% 5% stak stakee in the the company.

MTNL MT NL has has ov over er 5 mill millio ion n subs subscr crib iber erss and and 32 329, 9,37 374 4 mobi mobile le subscribers. While the market for fixed wire line phones is stagnating, MTNL MTNL faces faces intens intensee compet competiti ition on from from the priva private te player players—B s—Bhar harti, ti, Hutchison and Idea Cellular, Reliance Infocomm—in mobile services. MTNL recorded sales of Rs. 60.2 billion ($1.38 billion) in the year 200203, a decline of 5.8 per cent over the previous year's annual turnover of  Rs.63.92 Billion.

RELIANCE INFOCOMM:

Reliance is a $16 billion integrated oil exploration to refiner}' to power  and textiles conglomerate. It is also an integrated telecom service provider  with licenses for mobile, fixed, domestic long distance and international services. Reliance Infocomm offers a complete range of telecom services, covering mobile and fixed line telephony including broadband, national and international long distance services, data services and a wide range of  value added services and applications. Reliance India Mobile, the first of  Infocomm's initiatives was launched on December 28, 2002. This marked the beginning of Reliance's vision of ushering in a digital revolution in Indi Indiaa by beco becomi ming ng a majo majorr cata cataly lyst st in impr improv ovin ing g qu qual alit ity y of life life and and changing the face of India.lt of  India.lt has rolled out its CDMA mobile network and enro enroll lled ed more more than than 6 mill millio ion n subs subscr crib iber erss in on onee year year to beco become me the the country's largest mobile operator. It now wants to increase its market share and has recently launched pre-paid services. Having captured the voice market, it intends to attack the broadband market.

TATA TELESERVICES TELESERVICES : Tata Teleservices is a part of the $12 billion Tata Group, which has 93 comp compan anie ies, s, ov over er 20 200, 0,0 000 empl emplo oyees yees and and more than han 2.3 2.3 milli illio on shareholders. Tata Teleservices provides basic (fixed line services), using CDMA technology in six circles: Maharashtra (including Mumbai), New Delhi, Andhra Pradesh, Tamil Nadu, Gujarat, and Karnataka. It has over  800,000 subscribers. It has now migrated to unified access licenses, by  paying a Rs. 5.45 billion ($120 million) fee, which enables it to provide fully mobile services as well.

The company is also expanding its footprint, and has paid Rs. 4.17  b bil illi lion on ($90 ($90mi mill llio ion) n) to DoT DoT for for 11 new new lice licens nses es un unde derr the the IUC IUC (interconnect usage charges) regime. The new licenses, coupled with the six circles in which it already operates, virtually gives the CDMA mobile oper op erat ator or a nati nation onal al foot footpr prin intt that that is almo almost st on par par with with BSNL BSNL and and Reliance Infocomm. The company hopes to start off services in these 11 new new circ circle less by Augu August st 20 2004 04.. Th Thes esee circ circle less incl includ udee Biha Bihar, r, Hary Haryan ana, a, Himach Himachal al Prades Pradesh, h, Kerala Kerala,, Kolkat Kolkata, a, Oriss Orissa, a, Punjab Punjab,, Rajast Rajasthan han,, Uttar  Uttar  Pradesh (East) & West and West Bengal.

VSNL: On April 1, 1986, the Videsh Sanchar Nigam Limited (VSNL) - a wholly Government owned corporation - was born as successor to OCS. 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 2000

employees. VSNL's main gateway centers are located at Mumbai, New Delhi, Kolkata and Chennai. The international telecommunication circuits are derived via Intelsat and Inmarsat satellites and wide band submarine cable systems e.g. FLAG, SEA-ME-WE-2 and SEA-ME-WE-3.

VODAFONE: Mumbai, Septemberl9,2007:Vodafone, the world's leading international mobile communications company, has fully arrived in India. Vodafone Essar announced today that the Vodafone brand will be launched in India from 21st September onwards. The popular and endearing brand, Hutch, will be transitioned to Vodafone across India. This marks a significant chapter in the evolution of Vodafone as a dynamic and ever-growing   bra brand nd.. Th Thee bran brand d chan change ge ov over er the the next next few few week weekss will will be un unve veil iled ed nationally through a high profile campaign covering all important media. Vodafone Essar is the Indian subsidiary of Vodafone Group and commenced operations in 1994 when its predecessor Hutchison Telecom acqu acquir ired ed the the cell cellul ular ar lice licens nsee for for Mu Mumb mbai ai.. Th Thee comp compan any y no now w has has operations across the country with over 71.54 million customers. IDEA: Indi Indian an regi region onal al op oper erat ator or IDEA IDEA Cell Cellul ular ar Ltd. Ltd. has has a new new owne owners rshi hip p structure and grand designs to become a national player, but in doing so is likely lo become a thorn in the side of Reliance Communications Ltd. IDEA operates in eight telecom "circles," or regions, in Western India, and has received additional GSM licenses to expand its network into three circles in Eastern India — the first phase of a major expansion plan that it intends to fund through an IPO, according to parent company Aditya Birla group.

Latest Customers + Revenue Market Share of Top5 Telecom Cos in India

Results of all the Telecom Companies for the quarter ending June-2009: 

BhartiAirtel has 24.3% customer market share and 33.8% revenue market share.



Vodafone India India has 18.8% customer customer market share share and 20.7% revenue market share.



Idea Cellular has has 11.2% subscribers subscribers market market share and 12.1% revenue market share



BSNL has subscriber share of 12.7% and mere 10.2% of revenue share



Reliance Communications is with 18.9% customer market share and pathetic 11.5% revenue market share.

40 35 30 25 consumar

20

revenue s 15 Series3 10 5

airt irtel

vodafon fone

ide idea

bsnl

reli relia ance

COMPANY PROFILE

Type

State-owned

Founded

19th century, incorporated 2000

Headquarters

Bharat Sanchar Bhavan, HarishChandra Mathur Lane,Janapth,New Delhi

Key people

Kuldeep Goyal(Chairman) & (MD)

Industry

Telecommunications

Products

wire!ess,telephone internet television

Revenue

USS 7.03 billion (2009)

Owners(s)

The Government of India

Employees

357,000-march 31,2009

Web site

www.bsnl.co.in

Bharat

Sanchar

Communications

Nigam

Limited

Corporation

(known

Limited)

is

as

BSNL,

a

India

state-owned

telecommunication company in India. BSNL is the fourth largest cellular  service provider, with over 53.96 million customers as of March 31, 2009 and the largest land line telephone provider in India. Its headquarters are at Bharat Bharat Sancha Sancharr Bhawan Bhawan,, Harish Harish Chandr Chandraa Mathur Mathur Lane, Lane, Janpat Janpath, h, New Delhi. It has the status of  Mini Ratna, a status assigned to reputed public sector companies in India. BSNL BSNL is India India's 's oldest oldest and larges largestt Commun Communica icatio tion n Servic Servicee Provi Provider  der  (CSP). Currently has a customer base of 90 million as of June 2008. f3] It has footpr footprint intss throug throughou houtt India India except except for the metrop metropoli olitan tan cities cities of  Mumbai and New Delhi which are managed by MTNL. As on March 31, 2008 BSNL commanded a customer base of 31.55 million Wire line, 4.58 million CDMA-WLL and 54.21 million GSM Mobile subscribers. BSNL's earnings for the Financial Year ending March 31, 2009 stood at INR  397. 39 7.15 15b b (US$ (US$7. 7.03 03 bill billio ion) n) with with net net prof profit it of INR INR 78 78.0 .06b 6b (US$ (US$1. 1.90 90   bil billi lion on). ). BSNL BSNL has has an esti estima mate ted d mark market et valu valuee of $ 10 100 0 Bill Billio ion. n. Th Thee company is planning an IPO within 6 months to offload 10% to public in the Rs 300-400 range valuing the company at over $100 billion. Bharat Sanchar Nigam Ltd. formed in October, 2000, is World's 7th larges largestt Teleco Telecomm mmuni unicat cation ionss Compan Company y provid providing ing compr comprehe ehensi nsive ve range range of teleco telecom m servic services es in India: India: Wire Wire line, line, CDMA CDMA mobile mobile,, GSM Mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP services, IN Services etc. Presently it is one of the largest & leading  public sector units in India.

BSNL has installed Quality Telecom Network in the country and now focusing on improving it, expanding the network, introducing new telecom services with ICT applications in villages and wining customer's confidence. Today, it has about 47.3 million line basic telephone capacity, 4 million WLL capacity, 49.76 Million GSM Capacity, more than 37382 fixed exchanges, 46565 BTS, 3895 Node B ( 3G BTS), 287 Satellite Stations, 480196 Rkm of OFC Cable, 63730 Rkm of Microwave Network  connecting 602 Districts, 7330 cities/towns and 5.5 Lakhs villages. BSNL is the only service provider, making focused efforts and  planned initiatives to bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in the country to beat its reach with its wide network giving services in every nook & corner of country and operates across India except Delhi & Mumbai. Whether it is inaccessible areas of Siachen glacier and North-eastern region of the country, BSNL serves its customers with its wide bouquet of telecom services. BSNL is numero 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. BSNL BSNL cell cellul ular ar serv servic ice, e, Cell CellOn One, e, has has 55 55,1 ,140 40,2 ,282 82 2G cell cellul ular  ar  customers and 88,493 3G customers as on 30.11.2009. In basic services, BSNL BSNL is mile miless ahea ahead d of its its riva rivals ls,, with with 35 35.1 .1 mill millio ion n Basi Basicc Phon Phonee subscribers i.e. 85 per cent share of the subscriber base and 92 percent share in revenue terms.

BSNL has more than 2.5 million WLL subscribers and 2.5 million Internet Customers who access Internet through various modes viz. Dialup, Leased Line, DIAS, Account Less Internet (CLI). BSNL has been adjudged as the NUMBER ONE ISP in the country. BSNL BSNL has has set set up a worl world d clas classs mult multii-gi giga gabi bit, t, mult multii-pr prot otoc ocol ol convergent IP infrastructure that provides convergent services like voice, data data and and vide video o thro throug ugh h the the same same Back Backbo bone ne and and Broa Broadb dban and d Acce Access ss  Network. At present there are 0.6 million DataOne broadband customers. The compan company y has vast vast experi experienc encee in Planni Planning, ng, Instal Installat lation ion,, netwo network  rk  integration and Maintenance of Switching & Transmission Networks and also has a world class ISO 9000 certified Telecom Training Institute. Scaling new heights of success, the present turnover of BSNL is more than Rs.351,820 million (US $ 8 billion) with net profit to the tune of Rs.99,390 million (US $ 2.26 billion) for last financial year. The infrastructure alone is worth worth aboutR aboutRs.6 s.630, 30, 000 000mil millio lion n (US$14 (US$14.37 .37bil billio lion). n). BSNL BSNL plans plans to expand its customer base from present 47 million lines to 125 million lines  by December 2007 and infrastructure investment plan to the tune of Rs. 733 crores (US$ 16.67 million) in the next three years. The turnover, nationwide coverage, reach, comprehensive range of  telecom services and the desire to excel has made BSNL the No. 1 Telecom Company of India

VISION 

To become the largest telecom Service Provider in Asia. Be the the lead leadin ing g Tele Teleco com m Serv Servic icee Prov Provid ider er in Indi Indiaa with with glob global al



 presence. Create a customer focused organization with excellence in sales, marketing and customer care. 

Leverage Leverage technolog technology y to provide provide affordab affordable le and innovativ innovativee

  products products/serv /services ices across across customer customer segments segments provide provide a conducive conducive work work enviro environme nment nt with with strong strong focus focus on perfor performan mance ce Establ Establish ish efficient business processes enabled by IT.

MISSION 

To provide world class State-of-art technology technology telecom services to its customers on demand at competitive price,



To Provide world class telecom infrastructure in its area of  Operation and to contribute to the growth of the country's economy.

OBJECTIVES • To be the Lead Lead Tele Telecom com Servic Services es Prov Provide ider. r. •

To prov provid idee qu qual alit ity y and and reli reliab able le fixe fixed d tele teleco com m serv servic icee to ou our  r  customer and thereby increase customer's confidence.

• To provi provide de mobil mobilee tele teleph phon onee serv servic icee of high high qu qual alit ity y and and beco become me no. 1 GSM operator in its area of operation. • To provid providee point point of interco interconne nnecti ction on to other other servic servicee provide providerr as per  their requirement promptly. • To facili facilitat tatee R&D R&D activi activity ty in the countr country. y.

FINANCE:

Bharat Sanchar Nigam Limited, the largest Public Sector Undertaking of  the Nation, is certainly on a financial ground that's sound. The Company has a net worth of Rs. 88,634 crores (US$ 17.40  billion), authorized equity capital of Rs. 10,000 crores (US $ 1.96 billion), Paid up Equity Equity Share Capital of Rs. 5,000 crores (US $ 0.98 billion) billion) and Revenues is Rs. 35,812 crores (US $ 7.03 billion) in 2008-09. (Note: 1 US $ = 50.9500 INR as on 31-03-2009)

ASSETS: Bharat Sanchar Nigam Limited has got net fixed assets valuing more than Rs. 54,321 Crores (US $ 10.67 billion), which are in the form of Land, Buildings Cables, Apparatus & Plants etc. as on 31.03.2009. REVENUE:

Revenue earned by BSNL during last five years

Gross Investment in Fixed Assets: The BSNL is making substantial investment year to year for its network  expansion and modernization. During the current financial year BSNL has made the gross investment of Rs. 8,613 crore ( US $ 1.69 billion) in Fixed Assets. These investments have been financed by the internal accruals.

Cumulative Capital Outlay

BSNL has Gross Fixed Assets of over Rs. 132243 Crores (US $ 25.96  billion) ason31.03.2009.

GROWTH PLAN BSNL's future plan include a fast expansion programme of increasing the   present 34 million lines to twice that number by 2005 and some 120 million lines by 2010. The shift in demand from voice to data domination, and from wire line to wireless, has revolutionized the very nature of the network. BSNL has already set in place several measures that should enable it to evolve into a fully integrated multi-operator by 2005 and its incumbent status, size, infrastructure and human resource should certainly, give it a distinct advantage. Cons Consol olid idat atio ion n of the the netw networ ork k and and main mainta tain inin ing g high high qu qual alit ity y of  service comparable to International standards is the key aim of the Growth Plan. Objective of the plan are:

♦ The telepho telephone ne connect connection ion shall shall be provid provided ed on demand demand and it shall  be sustained ♦ The Network Network shall shall be made fully fully digita digital. l. All the techno technolog logica ically lly obsolete analog exchanges will be replaced with digital exchanges ♦

To provide digital transmission links up to all SDCAs.

♦ Digital Digital connecti connectivity vity shall shall be made made available available to to all the exchan exchanges ges by 2007.

♦ Extensive Extensive use use of Optical Optical fiber fiber System System in the the local, local, Junction Junction and and long long dist distan ance ce netw networ ork k so as to make ake avai availa labl blee suff suffic icie ient nt   ban band dwid width for the the spr spread ead of Int Interne ernett and and Info nformatio ation n technology. ♦ ISDN servic services es shall be extended extended to all the the district district headqu headquarter arters, s, subject to demand. ♦ To provide provide Intell Intelligent igent Networ Network k Services, Services, progre progressive ssively ly all over  over  the country (major cities have already been covered). ♦

To set set up Inte Intern rnet et Nod Nodes prog rogress ressiv ivel ely y up to Distr istric ictt headquarters level.

♦

Upgrading existing STD/ISD PCOs to full fledged Public TeleInfo Centers (PTIC) for supporting Multimedia capability and Internet Access.

♦ Replacemen Replacementt of life life expired, expired, analogue analogue coaxia coaxiall and radio systems. ♦ Intr Introd odu uctio ction n of Wire Wirele less ss tech techno nolo logy gy (Sup (Suppo port rtin ing g Inte Intern rnet et Access) and optical fiber technology in subscriber loop. ♦ Introduc Introduction tion of of latest teleco telecom m services services like like National National directory directory enquiry, computerization etc. ♦

Cellul Cellular ar Mobil Mobilee Service Service 'Cell 'Cell One' One' of BSNL BSNL was laun launche ched d on 19th 9th Octo ctober 20 200 02 . The schem chemee will ill cov cover 4 millio llion n customers in two phases. Phase-I will cover about 1.5 million customers covering about 1000 cities during 2002-03, which will be expanded to 4 million in phase-II.

PROJECTS RECENTLY

IMPLEMENTED/UNDER  IMPLEMENTED/UN DER 

DEVELOPMENT • Nati Nation onal al Int Inter erne nett Back Backbo bone ne of of BSNL BSNL • Voice over IP • Broadb Broadband and Servic Services es - ADSL ADSL & High High Speed Speed Inte Interne rnett • Mana Manage ged d Leas Leased ed Lin Linee Net Netwo work rk (MLLN (MLLN)) • Acce Access ss Net Netwo work rk - LM LMDS DS,, DLC DLCs, s, RLC RLC etc etc.. •

Internet Exchange Points - IXP & Internet Data Centers (IDC)

• E-Commerce.

National Internet Backbone OF BSNL Thee Nati Th Nation onal al Inte Intern rnet et Back Backbo bone ne of BSNL BSNL cons consis ists ts of 43 432 2 Poin Pointt of  Presence( POP) that gives it the capability of transporting IP traffic from every every hook hook and corner corner of the country. country.

This network network provides provides internet internet

services to more than 1 million dial-up customers including about 3.5 lakh customers on CLI basis. 2nd in the line of IP network, BSNL commissioned a state-of-the-art state-of-the-art Multi Protocol Label Switching (MPLS) NETWORK TAKING India into the next stage of the IP evolution. This network has 10 physical nodes with all district headquarters designated as virtual nodes. This network has opened up a new market segment of secure and reliable Virtual Private  Networks (VPNs) for corporate customers.

The latest endeavor of BSNL is a world-class multi-gigabit multi protocol, convergent IP infrastructure which will provide voice, data and video services through the same backbone. In terms of infrastructure for    broad broadban band d servic services, es, this this would would put India India at par with with more more advanc advanced ed nations. Designated as NIB-II this will be implemented in the form of four   projects. ■ Project Project 1 involves involves buildin building g up of MPLS MPLS backbone backbone ■ Project Project 2.1 2.1 is for for narrow narrow band access access ■ Project Project 2.2 2.2 is for broadband broadband access access ■ Project Project 3 is to put put systems systems and processes processes in place place to integr integrate ate network  All All the the abov abovee proj projec ects ts in form form of NIBNIB-II II are are at diff differ eren entt stag stages es of  implementation and as per schedule .They will be operational in the third quarter of this year. The services that will be available to customers when NIB-II is in place: • Narrow Narrowban band d and and broadb broadband and Inter Internet net access access.. • Narrow Narrowban band d and and broadb broadband and Inter Internet net access access.. • Managed OPE • Value Value Added Added Serv Service icess like encr encrypt yption ion,, firewa firewall ll and and NAT • Messag Messaging ing:: Plai Plain n Vani Vanilla lla and featur featuree rich rich • Data Data Center Center Serv Service ices: s: web web hostin hosting g and webweb-col colloc locati ation. on. • Content Content based based Services: Services: e.g. video multicast multicast,, video video on on demand demand,, interactive gaming.

SERVICES When it comes to connecting the four comers of the nation, and much   beyond, one solitary name lies embedded at the pinnacle - BSNL. A company that has gone past the number games and the quest to attain the  position of a leader. It is working round the clock to take India into the future future by provid providing ing world world class class teleco telecom m servic services es for for people people of India India.. BSNL is India's no. 1 Telecom Service provider and most trusted Telecom  brand of the Nation. Driven 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. Here is an overview of the World Class services offered by the BSNL:

Basic Telephone Services The Plain old, Countrywide telephone Service through 32,000 electronic exchanges. Digitalized Public Switched Telephone Network (PSTN) with a host of Phone Plus value additions. BSNL BSNL launch launched ed DataOn DataOnee broadb broadband and servic servicee in Januar January y 200 2005 5 which shall be extended to 198 cities very shortly. The service is being   provided on existing copper infrastructure on ADSL2 technology. The minimum speed offered to the customer is 256 Kbps at Rs. 250/- per  month month only. only. Subse Subseque quentl ntly, y, other other servic services es such such as VPN, VPN, Multic Multicast asting ing,, Video Conferencing, Video-on-Demand, Video-on-Demand, Broadcast application etc will be added.

INTERNET

Keepin Keeping g the global global networ network k of Netwo Networks rks networ networked ked,, the countr countrywi ywide de Internet Services of BSNL under the brand name includes Internet dial up/ Leased line access, CLI based access (no account is required) and DIAS service, for web browsing and E-mail applications. You can use your  dialup sancharnet account from any place in India using the same access no '172233', the facility which no other ISP has. BSNL has customer base of more than 1.7 million for sancharnet service. BSNL also offers Web hosting and co-location services at very cheap rates. ISDN

Integrated Service Digital Network Service of BSNL utilizes a unique digital network providing high speed and high quality voice, data and image transfer over the same line. It can also facilitate both desktop video and high quality video conferring. INTELLIGENT INTELLIGENT NETWORK 

Intelligent Network Service (In Service) offers value-added services, such as: • Indi Indiaa Tele Teleph phon onee Card Card (Pr (Prep epai aid d card card)) • Free Free Phon Phonee Ser Servi vice ce (FPH (FPH)) • Acco Accoun untt Car Card d Cal Calli ling ng (ACC (ACC)) • Virt Virtua uall Pri Priva vate te Netw Networ ork k (VP (VPN) N) • Tele-voting • Prem Premiu ium m Rae Rae Serv Servic icee (PR (PRM) M)

• Universal Access Number (UAN) and more

I-NET: India s x.25 based packet Switched Public Data Network is operational in 104 cities of the country. It offers x.25 x.28 leased, x.28 Dial up (PSTN) Connection) and frame relay services.

LEASED LINES

&

DATACOM

BSNL 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 leased data data circui circuits ts as well well as dial-u dial-up p lines. lines. Bandwi Bandwidth dth is avai availa labl blee on dema demand nd in most most citi cities es.. Mana Manage ged d Leas Leased ed Line Line Netw Networ ork  k  (MLLN) offers flexibility of providing circuits with speeds of nx64 kbps up to 2mbps, useful for Internet leased lines and International Principle Leased Circuits (IPLCs).

CELLULAR MOBILE SERVICES POSTPAID & PREPAID

BSNL's GSM cellular mobile service Cellone has a customer base of over  5.2 million. BSNL Mobile provides all the services like MMS, GPRS, Voice Voice Mail, Mail, E-mail E-mail,, Short Short Messag Messagee Servic Servicee (SMS) (SMS) both both nation national al and international, unified messaging service (send and receive e-mails) etc. You can use BSNL Mobile in over 160 countries worldwide and in 270 cellul cellular ar networ networks ks and over over 100 1000 0 cities cities/to /towns wns across across India. India. It has go gott covera coverage ge in all Nation National al and State State Highwa Highways ys and train train routes routes.. BSNL BSNL Mobile offers all India Roaming facility to both pre-paid and post-paid customers (including Mumbai & Delhi).

WIRELESS IN LOCAL LOOPS:

This is a communication system that connects customers to the Public Switched Telephone Network (PSTN) using radio frequency signals as a substitute for conventional wires for all or part of the connection between the subscribers and the telephone exchange. • Countryw Countrywide ide WLL WLL is being offered offered in in areas areas that that are are non-feas non-feasible ible for  the normal network. • Helping Helping relieve relieve conges congestion tion of conne connection ctionss in the normal normal cable/ cable/wire wire  based network in urban areas. • Connec Connectin ting g the the remot remotee and and scatt scattere ered d rural rural areas. areas. • Limite Limited d mobi mobilit lity y with without out any air-ti air-time me char charge ge

BROADBAND SERVICES ; BSNL is in the process of commissioning of a world class, multi-gigabit, multi-pro multi-protocol tocol,, convergen convergentt IP infrastru infrastructure cture through through National National Internet Internet Backbone-II (NIB-II), that will provide convergent services through the same backbone and broadband access network. The Broadband service will be available on DSL technology (on the same copper cable that is used for connecting telephone), on a countrywide basis spanning 198 cities. In terms of infrastructure for broadband services NIB-II would put India at par with more advanced nations. The services that would be supp suppor orte ted d incl includ udes es alwa always ys-o -on n broa broadb dban and d acce access ss to the the Inte Intern rnet et for  for  resi reside dent ntia iall and and bu busi sine ness ss cust custom omer ers, s, Cont Conten entt base based d serv servic ices es,, Vide Video o multicasting, Video-on-demand and Interactive gaming, Audio and Video conferencing, IP Telephony, Distance learning, Messaging: plain and

feat featur uree rich rich,, Mu Mult ltii-si site te MPLS MPLS VPNs VPNs with with Qual Qualit ity y of Serv Servic icee (QoS (QoS)) guaran guarantee tees. s. The

subscr subscribe ibe will be able to access access the above above servic services es

through Subscriber Service Selection System (SSSS) portal.

Key Objectives 

To provide high speed Internet connectivity (up to 8 Mbps)



To provide dial VPN service to MPLS VPN customers.



To provide Virtual Private Network (VPN) service to the

 broadband customers 

To provide multicast video services, video-on-demand, etc.

through the Broadband Remote Access Server (BRAS). 

To provide a means to bill for the aforesaid services by either 

time-based or volume-based billing. It shall provide the customer  with the option to select the services through web server  

To provide both pre-paid and post paid broadband

services Services available through Broadband 

High speed Internet Access: This is the always-on Internet

access service with speed ranging from 256 kbps to 8 Mbps. 

Multicasting: This is to provide video multicast services for 

application in distance education, telemedicine etc 

Dial VPN Service: This service allows remote users to access their   private network securely over the NIB-II infrastructure.



Video and Audio Conferencing



Conten Contentt based based Servic Services: es: Like Like Vide Video o on Dema Demand nd,, Inte Intera ract ctiv ivee Gaming, Live and time shifted TV

Several Steps have been taken at BSNL to augment the quality of  customer care to international international standards. 



Access round the clock help at following toll free numbers

•

Dataone Broadband' 1600-424-1600'

•

PSTN Call Center' 1500' (in select states)

•

Sancharnet Help Desk' 1957'

•

CellOne all India Help '9400024365' All BSNL Customer Service Centers (CSCs) remain open on all

seven days from 8.00 AM to 8.00 PM without any break for all activities. 

Cheque deposit machines have also been installed in many cities,

so that customers can make payments 24X7 at their convenience. 

Customers can also make payments by cheque/Demand Draft to

BSNL franchisees all over the country. 

With a view to simplify and offer customer friendly services, more

than one Bfone connections can be applied on a single application form. Accordingly, a single demand note would be issued to the customer in respect of all the connections applied for. 

Shifting charges for local as well as all India shifting of fixed

telephone (bfone) has been abolished. 

Pagers being given to outdoor staff in a phased manner for speedy

rectification of faults. 

Majority of the local network is built up on jelly filled and OFC for 

trouble free service.



Internal Distribution Points (DPs) being provided in the customer   premises to eliminate the faults arising out of overhead wires.



Extensive use of digital loop carrier (DLC)/Wireless in Local Loop

(WLL) system for improving reliability of external plant. 

Remote Line Units (RLUs). Remote subscriber Units (RSUs) being

 provided extensively to reduce the long lengths of copper cables. 

Establishing call centers across the nation to provide single window

solutions and convenience to customers 

Coun Countr tryw ywid idee

Netw Networ ork k Mana Manage geme ment nt & Surv Survei eill llan ance ce Syst System em

(NMSS) to ensure uninterrupted and efficient flow of telecom traffic. 

Application Forms for new connections have been made free of 

charge for all services 

Procedure for restoration of telephones disconnected due to non-

  payme payment nt simpli simplifie fied d and powers powers delega delegated ted to Second Secondary ary Switch Switching ing Area (SSA) heads 

Payment of telephone bills being received on Saturday and Sunday

through cheques in City Telecom Offices (CTOs). 

More More than than one Public Public Call Call Offic Office(P e(PCO) CO) permit permitted ted at the same same

 premises 

Various application forms and procedures being simplified for new

telephone connections, shifting and third party transfer.

SOCIAL COMMITMENT

BSNL is committed to provide quality Telecom Services at affordable  price to the citizens of the remotest part of the Country. BSNL is making all effort to ensure that the main objectives of the new Telecom Policy 1999 (salient points indicated below) are achieved: Access to telecommunications is of utmost importance for achievement of  the country's social and economic goals. Availability of affordable and effective communications for the citizens is at the core of the vision and goal of the new Telecom policy 1999. Strive to provide a balance between the provision of universal service to all uncovered areas, including the rural areas, and the provision of highlevel services capable of meeting the needs of the country's economy; Encourage development of telecommunication facilities in remote, hilly and tribal areas of the country; Transform in a time bound manner, the telecommunications sector to a greater competitive environment in both urban and rural areas providing equal opportunities and level playing field for all players;

THEORETICAL FRAME WORK  Till recently, most marketers focused on traditional modes of marketing to segment and acquire few customers from its target segments, using the tools and techniques developed for mass marketing in the industrial era, as a way to engender growth. In the present competitive era, this is proving to  be highly ineffective. Today, there is a different approach to business that involves involves relations relationship hip marketing marketing,, customer customer retentio retention n and cross-selli cross-selling, ng, leading to customer extension, which is a far cry from the traditional segmentation model. The relative and market emergence of CRM as a business strategy has radically transformed the way organization operates. There has been a shift in business focus from transactional to relationship marketing where the customer is at the center of all business activity and organizations are now desperately trying to restructure their process around the needs of  their their strate strategic gicall ally y signif significa icant nt custom customers ers.. The critic critical al drive driverr of such such a seismic shift towards customer orientation is the realization that customers are a business asset that when managed effectively can derive continuous and sustainable economic value for an organization over their lifetime. The dynamics of the business ecosystem have changed the way in which companies do business both in relationship management and the streamlining of their operations. Relationship marketing is emerging as the core marketing activity for business operating in fiercely competitive environments. On an average, businesses spend six times more to acquire new customers than to keep them. Therefore, many firms are now paying

more attention to their relationships with existing customers to retain them and and incr increa ease se thei theirr shar sharee of cust custom omer er's 's pu purc rcha hase ses. s. Th Thee prac practi tice ce of  rela relati tion onsh ship ip mark market etin ing g also also has has the the po pote tent ntia iall to impr improv ovee mark market etin ing g  productivity through improved marketing efficiencies and effectiveness. Retaining and developing customers has long been a critical success factor for businesses. In that sense, Customer Relationship Management is not new, new, previo previousl usly y fallin falling g und under er the guise guise of custom customer er satisf satisfact action ion.. Worldw Worldwide ide,, servic servicee organ organiza izatio tions ns have have been been pionee pioneers rs in develo developin ping g customer retention strategies. Banks have relationship managers for select cust custom omer ers, s, airl airlin ines es have have freq freque uent nt flye flyerr prog progra rams ms to rewa reward rd loya loyall custom customers ers,, credit credit card card compan companies ies offer offer redeem redeemabl ablee bon bonus us points points for  increa increased sed card card usage, usage, teleco telecom m servic servicee operat operators ors provid providee custom customize ized d services to their heavy users, and hotels have personalized services for  their regular guests. It is, however, with the rapid rise of new entrants into the market place and increased competition that companies in other sectors have recognized the business potential within a captured base. Sluggish growth rates, intensifying competition and technological develo developm pment entss busine businesse ssess induce induced d to reduce reduce costs costs and improv improvee their  their  effe effect ctiv iven enes ess. s.

Busi Busine ness ss

proc proces esss

re-e re-eng ngin inee eeri ring ng,,

auto automa mati tion on

and and

downsi downsizin zing g reduce reduced d the manpow manpower er costs. costs. Financ Financial ial restru restructu cturin ring g and efficient fund management reduced the financial costs. Production and operation costs have been reduced through Total Quality Management (TQM), Just in Time (JIT) inventory, Flexible Manufacturing Systems (FMS (FMS)) and and effi effici cien entt Supp Supply ly Chai Chain n Mana Manage geme ment nt (SCM (SCM). ). Howe Howeve ver, r, reduction in costs alone is no longer enough or is necessarily an effective strategy.

In facing facing the compet competiti itive ve threat threats, s, such such as new entran entrants, ts, pricin pricing g  pressures, technology along with the related costs and also including the time lags in procuring, maintaining and strengthening one's market, more and more organizations are realizing that the traditional marketing models is no long longer er effe effect ctiv ive. e. With With a floo flood d of new new entr entran ants ts offe offeri ring ng qu qual alit ity y  products and. services at lower prices; many sectors have been turned into commodity markets. In a market place where loyalty has plummeted and the cost of  acquiring new customers is prohibitive, companies have turned to their  current customers in an attempt not only to retain them but to exploit the  potential within. This has enabled them not only to respond to the threats in thei theirr mark market et plac placee bu butt also also po posi siti tion oned ed them them stra strate tegi gica call lly y to take take advantage of the opportunities available.

BENEFITS OF CRM :

The benefits of customer relationship management are considered abound. It allows organizations 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 niza zati tion onss must must be able able to customize their product offering, optimize 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 dema demand nded ed by the the customer base. Keeping the customer happy is obviously one way of ensuring that they they stay stay with with the organi organizat zation ion.. Howeve However, r, by mainta maintaini ining ng an overal overalll relationship with the customer, companies are able to unlock the potential of their customer base and maximize the contribution to their business. Whilst the value of customer relationship management has been identified  by organizations, 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 most most info inform rmed ed abou aboutt thes thesee strategic benefits yet the transformation is a long-drawn-out long-drawn-out process. The strategic benefits of customer relationship management allow companies to reduce the cost of customer acquisition 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 capitalized through cross selling of other products and services. It is important to understand the key benefits of CRM for  most companies. These benefits generally fall into three categories: cost savings, revenue enhancement, and strategic impact.

Based on successful CRM implementations, the following benefits seem reasonable: • Increa Increased sed sales sales revenu revenues. es. Increa Increased sed sales sales result result from from spendi spending ng more more time with customers, which results from spending less time chasing, needed information (i.e., productivity improvement). • Incre ncreaased sed with ith rat rates. es. Win Win rate ratess impr impro ove sinc sincee com compani paniees can can withdraw from unlikely or bad deals earlier on in the sale process. • Incr Increa ease sed d marg margin ins. s. Incr Increa ease sed d marg margin inss resu result ltin ing g from from kn know owin ing g customers customers better, better, providing providing a value-sel value-sell, l, and discountin discounting g prices. 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. • Decr Decrea ease sed d gene genera rall sale saless and and mark market etin ing g admi admini nist stra rati tive ve cost costs. s. Th This is decrease occurs since the company has specified its target segment customers, it knows their needs better, and thus it is not wasting mone money y and and time time for for exam exampl ple, e, on mail mailin ing g info inform rmat atio ion n to all all customers in all existing and potential target segments.

THE RELATIONSHIP CHALLENGE

Customer relationship management does not enable a quick win. It is a long-term approach that has to be adopted at a strategic level. However, the the jour journe ney y of un unde ders rsta tand ndin ing g the the stra strate tegi gicc bene benefi fits ts of rela relati tion onsh ship ip mana manage geme ment nt has has just just begu begun. n. To a grea greate terr degr degree ee,, comp compan anie iess have 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.

They are yet to look at the bigger picture and understand all of the asso associ ciat ated ed bene benefi fits ts that that woul would d enab enable le thei theirr bu busi sine ness ss stra strate tegi gies es to be successful. The competencies required to deliver these customer benefit are: are: to delive deliverr on its servic servicee promis promise, e, integr integrate ate produc products ts and servic servicee channe channels ls effect effective ively, ly, custom customize ize produc products, ts, servic servicee and their their respec respectiv tivee  prices, create opportunities for cross selling and delivery mechanisms for  the onward onward promo promotio tion n of these these produ products cts and servic services es and reduce reduce the gestation period to market by allowing quick and effective introduction of  new products and services.

TYPES OF CRM

On the basis of business srocess automation analysis of operational data, and customer interaction software, CRM can also be seen as the following types: 1. Oper Operat atio iona nall 2. Anal Analy ytica ticall 3. Coll Collab abor orat ativ ivee

OPERATIONAL CRM The automation of horizontally integrated business processes involving front office customer touch points - sales, marketing, and customer service (call centre, field service) - via multiple, interconnected delivery channels and integration between front office and back office. The operational CRM is a process or an approach, which involves the areas where direct customer contact is possible. Operational CRM 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, Web-based communications, and point of sale information. Because operational solutions directly effect the customer, they are very appealing and often are the first implemented components of a CRM are:

Sale force automation

•

o Acco Accoun untt Mana Manage geme ment nt o Oppo Opport rtun unit ity y Mana Manage geme ment nt o Cont Contac actt Mana Manage geme ment nt o Acti Activi viti ties es Mana Manage geme ment nt o Price Price and and Produc Productt List Confi Configur gurati ation on o Sale Saless Inc Incen enti tive vess Pla Plans ns o Sales Sales Fore Forecas castin ting g and and Repor Reportin ting g

•

Customer Service automation

o Service Request / Customer Complaints Management o Web-enabled Contact Center Management o

A custo custome merr inter interac acti tion on cent centre re (CIC (CIC)) is a critic critical al comp compon onen entt of  oper op erat atio iona nall CRM, CRM, whet whethe herr impl implem emen ente ted d for for sale sale,, mark market etin ing, g, or  customer service functions. The CIC accommodates multiple channel for for custom customer er intera interacti ction on and critic critical al functi functions ons,, includ including ing custom customer  er  service/support, field service dispatch, quality management, intelligent routing, case-based reasoning, and knowledge repositories. The CIS is the intelligent routing, case-base reasoning, and knowledge repositories. Thee CIS Th CIS is the the key key to cons consol olid idat atin ing g cust custom omer er inte intera ract ctio ion n and and developing and unified, enterprise view of the customer.

o Sale Force Automation, also known as "technology Enabled Selling (TES)'\ SFA is the application of information systems technologies to sales activities activities.. This includes includes accurate accurate generating

customized

business business

forecasts forecasts,,

 presentation and proposals and personalized communications by the field repres represent entati atives ves..

It also also handl handles es the enti entire re sales sales pipe pipelin linee from from lead lead

generation to closure and activities like calendar, diary management. o

Call Call centre centre system systemss provid providee extens extensive ive custom customer er servic servicee by enabli enabling ng customers to receive any information they need, answering their queries,  buying products and receiving, payments promptly. Includes customized service and support addressing specific issues raised by customers, tracking cases and escalations, track progress, and identifying opportunities to cross/up-sell.

o

Order management - In the simplest sense, this includes quote generation, campaigns; and service requests, pricing and ordering of products.

o

Invoicing or billing this includes multiple order billing, multicurrency  billing and pricing pricing functionalities functionalities in in a minimal feature tool.

o

Marketing automation and Management enable companies to measure and track track campai campaigns gns develo develop p and refine refine strate strategie gies, s, gain gain insigh insights ts into into  buying behavior, revenues and profitability using marketing analytics.

o

Today, the consumer approaches the business in far many ways than in the past. past. The various various interaction interaction points points are are referred referred as "Customer Touch  points."

o

Technological

Developments

have

made

the job

of a marketer 

more difficu difficult. lt. The consumer consumer today is flooded flooded with with information information from various sources to the extent that it

sometimes leads to information overload. For organizations, this is a major   problem as it means that there are several ways by which a prospect or a customer learns about or experiences any organization. o

This This could could be the organ organiza izatio tion's n's catalo catalogue gue,, websit website, e, word word of mouth mouth through customers, through employees of that organization, etc. all such sources from which one gets in touch with the organization are called "Customer Touch points." o

  New sources of communication, faster means of transportation,

change changess in lifelife-sty style, le, increa increasin sing g intern internati ationa onall trade trade and exposu exposure re to various media are some of the reasons for an increase in the number of  customer touch points. This is a big challenge of organizations as in how to monitor so many different sources in order to ensure that the same message reaches the end customer. o

One of the the most ost impor mporta tan nt cust ustomer omer touc touch h point oint for for any

organization is the Customer Care help line, wherein the customers can register their complaint or get information about the products or services  provided by that organization. A large multinational bank once has had the entire process such that after a phone connection had been established with with the the bank bank's 's call call cent centre re,, it took took sixsix-od odd d minu minute tess to spea speak k to the the customer care executive. 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 CRM equation for the purpose of business performance management, Analytical CRM is inex inextr tric icab ably ly tied tied to data data ware wareho hous usee arch archit itec ectu ture re and and is most most ofte often n manifested in analytical applications that leverage data marts. Analytical CRM is the synthesis and interpretation of operational data to identify oppo op port rtun unit itie ies, s, op opti timi mize ze cust custom omer er inte intera ract ctio ions ns and and mana manage ge bu busi sine ness ss  performance. It also provides the insight into customer behavior needed to implement intelligent personalization. Analyt Analytics ics involv involves es the captu capture, re, storag storage, e, extrac extractio tion, n, proces processin sing, g, interpretation and reporting customer data. It works on data gathered from multiple sources; from marketing campaigns, key accounts and market or   product group, and is used as a strategic planning support tool. Analytical CRM takes the information that operation CRM 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 CRM. This includes: 1.

Data Data ware wareho hous uses es:: Data Data ware wareho hous usee is syst system em for for stor storin ing g and and delive deliverin ring g massiv massivee quanti quantitie tiess of data data that that aids aids in analys analysis is and decision-making. It is frequently use for decision support within an organization, and also allows the organization to classify its data, coordinate updates and identify relationships between information gathered from different parts of the organization.

2.

Data marts: Data marts are subject-specific data warehouses; often departmental or based on line-of-business. line-of-business.

3. Vertical Vertical and and applicati application-sp on-specifi ecificc analytic analytic tools. tools.

4. Marketing Automation 

Campaign Management



Database Marketing



Outbound Call Center Management

5. Optimizes Optimizes profitab profitability ility,, revenue and customer customer satisfactio satisfaction n Analysis Analysis of: 

What Are the Buying Patterns? Cross Selling Opportunities?



Who are the Most Profitable Customers / Products /

Services ? 

Competition?

6. Customer Customer Profitin Profiting g & Categoriza Categorization tion.. 7. Up Selling Selling / Cross Cross Selling Selling of of Products Products & Servi Services ces 8. Frau Fraud d Anal Analys ysis is 9. Chur Churn n Mana Manage geme ment nt

Analytical CRM functions

The following are the functions of analytical CRM: 

Create Create a compre comprehen hensiv sivee custom customer er kno knowle wledge dge base base while while ensuri ensuring ng

  priva privacy: cy: Captur Capturing ing all releva relevant nt custom customer er inform informati ation on from from diffe differen rentt sources, channels, and touch-points before, during, and after the sale and then integrating it into a customer knowledge base that provides a 360 degrees view of the customer. This knowledge base must; however, be guarded with utmost care so that the customers' right to privacy is never  compromised in any way. 

Meas Measur uree and and pred predic ictt cust custom omer er beha behavi vior or by anal analyz yzin ing g cust custom omer  er 

knowle kno wledge dge:: Apply Applying ing a compr comprehe ehensi nsive ve set of analyt analytica icall method methodss to measure and optimize customer relationship and answering all

relevant relevant business business questi questions. ons.

The customer customer intellige intelligence nce that results results

from this analysis includes: 

Customer Customer behavior: behavior: This is expressed expressed through through customer customer preference preference,,

 priorities, and activities. 

Customer Value: This is expressed in terms of customer profitability,

customer lifetime value, and potential. 

Customer portfolio: This requires developing a clear understanding of the the comp compos osit itio ion n of cust custom omer er po port rtfo foli lio o and and ho how w it can can be optimized.



Deploy the results of the analysis to improve customer value: The

insights gained through the above analyses helps a company gear its CRM  p pro roce cess sses es towa toward rdss cust custom omer er cent centri rici city ty,, and and impr improv ovee its its cust custom omer  er  intera interacti ctions ons.. Follow Following ing are possib possible le outcom outcomes es of deploy deploymen mentt of the analytical insights:  

Acquiring new profitable customers by cloning your best customers.

Improving relationships with existing customers by addressing their 

indi indiv vidu idual nee needs more effec ffecttivel ively y and and more ore effi effici cien entl tly. y. Th This is is accomplish accomplished ed through through automatin automating g and personaliz personalizing ing interactio interactions ns with them on the basis of the sound customer knowledge acquired through CRM analytics. 

Optimizing cross-selling and up-selling opportunities. Improving customer loyalty and reducing a customer's propensity to churn. 

Targeting high-value customers: CRM 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 high-value customers. 

Integr Integrate ate custom customer er value value into into strate strategic gic enterp enterpris risee manage managemen mentt to

improve shareholder value. An improved understanding of customers

and customer segments facilitates integration of marketing sales, and service strategies into the enterprise strategy.

Customer

Analysis and

Personalization

Information Segmentation

Broadcast through

Transaction

All Channels

Customer 

Design

Personalization

Reach every

Facilitate

Data

Relevant

For each customer 

Customer 

Interaction

Warehouse

where

COLLABORATIVE CRM Collaborative CRM includes a suite of customer interaction software such as e-mail management and conferencing tools. Collaborative CRM takes thin things gs a stag stagee furt furthe her, r, and and prov provid ides es a po poin intt of inte intera ract ctio ion n betw betwee een n custom customers ers,, staff staff and busine business ss partne partners, rs, throu through gh new and tradi traditio tional nal groupware/web technologies. Thee appl Th applic icat atio ion n of coll collab abor orat ativ ivee serv servic icee (e.g (e.g., ., pers person onal aliz ized ed   publishin publishing, g, e-mail, e-mail, communiti communities, es, conferenci conferencing, ng, Web-enable Web-enabled d customer  customer  intera interacti ction on center centers) s) to facili facilitat tatee intera interacti ctions ons betwee between n custom customers ers and organizations (e.g., customers to sales, sales to marketing, organizational activities related to customer information) for the purpose of improving co-ordination and communication, thereby establishing lifetime customer  value beyond the transaction (i.e., a "partnering relationship").

This includes technologies such as: Voice - Interactive Voice Response (IVR), Computer Telephony Integration (CTI), and Automatic Call Distribution (ACD) Conferencing Web Conferencing Response: Email, Fax and collaborative chatting.

BENEFITS OF CRM WITH THE HELP OF TYPES OF CRM High Highli ligh ghti ting ng a few few bene benefi fits ts wher whereb eby y diff differ eren entt type typess of CRM CRM help help enterprises: Retain Retain existi existing ng custom customers ers,, CRM helps helps increa increase se custom customers ers

o

loyalty by tracking and coordinating all customer interactions It also gives gives the custom customer er a single single,, consis consisten tentt and unifo uniform rm experi experienc encee irrespective of the channel used to interact with the company. Attr Attrac act, t, acqu acquir ire, e, and and grow grow new new cust custom omer ers. s. CRM CRM help helpss

o

companies in refining strategies and take timely action by providing real-time feedback on marketing initiatives and sales leads through analysis and reports. o

Reco ecogn gniize and and

tak take

adv advant antage age

of

new comp compet etit itiv ivee

opportunities. Because all interactions with a customer (or   potential customer) are tracked, opportunities for up selling and cross selling are more easily recognized. o

Improved response time to customer requests for information. With With 24 24-h -hou ourr acce access ss to info inform rmat atio ion n and and fast faster er tool toolss for  for  communication such as email, web chat, etc., the customer  can contact anytime and from anywhere.

o

Product meets customer requirements; Based 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, By analyzing the customer   behavior and providing a single view of the customer across the departments, line-of-business or the interaction channels, CRM helps in better servicing of the customer.

o

Impro Improved ved reven revenue ue and reduce reduced d cost, cost, Becomi Becoming ng custom customer  er  cent centri ricc

incr increa ease sess

reve revenu nue, e,

prof profit itab abil ilit ity y

and and

empl employ oyee ee

 productivity, as well as improve overall shareholder value.

Facets & Elements of CRM : 1.CRM Vision : Leadership, Market Position, Value Proposition 2.CRM Strategy: Objectives, Segments, Effective Interaction 3 Valued Customer Experience Organizational collaboration Understand Requirement culture and structure Culture and Structure Monitor  customer understanding Expectations Satisfaction vs.  people skill, competencies Competition 5.CRM Process: Customer Life Cycle, Knowledge Management 6.CRM information: Data, Analysis, One view Across Channels 7.CRM Technology: Applications, Architecture, infrastructure 8.CRM Metrics: Value Retention, Satisfaction, Loyalty, Cost to Serve

Achiev Achieving ing the long-t long-term erm value value of custom customer er relati relations onship hip manage managemen mentt (CRM) requires a strategy involving the whole business and should be approached at an enterprise level. Only a small, but growing, number of  enterprises are tackling CRM at this level, with most CRM initiatives consisting of departmental projects or attempts to integrate the work of  multiple projects. Executing enterprise-level CRM is not easy. It requires board-level vision and leadership to drive a. “relentless focus on the customer." It involves learning new customer management skills, potentially difficult changes to processes, culture and organization, and grappling with the technology challenges of multichannel alignment, systems integration and data quality. Even if the board accepts the need for enterprise-level CRM, the quarterly demands of revenue and profit targets, especially in delicate econ econom omic ic cond condit itio ions ns,, ofte often n mean mean that that,, alth althou ough gh CRM CRM is the the most most important challenge facing an enterprise, it is not seen as the most urgent. This typically results in a focus on isolated tactical "quick wins" until conditions conditions are better. better. Through Through 2005, enterpris enterprises es that use a strategic strategic CRM framework to estimate, plan and promote their CRM initiatives while building up their capabilities in small piloted steps are twice as likely likely to achiev achievee planne planned d busine business ss benefi benefits ts as enterp enterpris rises es that that pursue pursue  projects without framework (0.7 probabilities). The framework emphasizes the need to create a balance between the requirements of the enterprise and the customer. The two central   bui builldin ding block lockss in the Figu Figure re (val (valu ue custo ustome merr exp xper erie ienc ncee and and orga organi niza zati tion onal al coll collab abor orat atio ion) n) are are join joined ed by a yin yin and and yang yang moti motiff to emphasize that this is where people meet, build relationships and provide value to each other.

Through 2005, 90 percent of successful CRM initiatives will have   balan balanced ced the needs needs of improv improved ed custom customer er experi experienc encee with with improv improved ed organizational collaboration (0.8 probability). Too many CRM initiatives suffer from an inward focus on the enterprise, whereas the point of CRM is to achieve a balance between value to shareholders or stakeholders and value to customers for mutually beneficial relationships.

1 • Vision: Successful CRM demands a clear vision so that a strategy and implementation can be developed to achieve it. The CRM vision is how the customer-centric enterprise wants to look and feel to its customers and prospects - the customer value position (CVP) and the corporate  brand values are key to the CRM vision. Without a CRM vision, the enterprise will not stand out from the competition, target customers will not know what to expect from it and employees will not know what to deliver in terms of external customer experience. A successful CRM vision is the cornerstone to motivating staff, generating customer loyalty and gaining a greater  market share. "Creating a CRM Vision" defines a CRM vision, outlines the key steps and challenges in creating it and discusses its role in creating a successful CRM program.

2 Strate Strategy: gy: A CRM CRM strateg strategy y is not an imple implemen mentat tation ion plan plan or road road map A real CRM strategy takes the direction and financial goals of the   business strategy and sets out how the enterprise is going to build customer loyalty - that "feel-good factor" 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 price: The objectives of a CRM strategy are to target, acquire, develop and retain valuable customers to achieve corporate goals.

3.

Valued Customer Cust omer Experience Experien ce: Customers' experiences ex periences when w hen interacting interact ing with the enterprise play a key role in shaping their perception of the enterprise - the value it provides and the importance it place on the customer relationship. Good customer experiences drive satisfaction, trus trustt and and long long-t -ter erm m loya loyalt lty. y. Poor Poor cust custom omer er expe experi rien ence cess have have the the opposite effect and, because bad new travels faster and further than good go od news, ews, they they harm arm the the ente enterp rprrise' ise'ss abili bilitty to crea creatte new new relationships with prospects. No amount of internal "second guessing" can simulate what it's really like to be a customer.

4.

Orga Organi niza zati tion onal al

Coll Collab abor orat atio ion n

:

Many Many

ente enterp rpri rise sess

beli believ evee

that that

implem implement enting ing CRM techno technolog logies ies makes makes them them a custom customerer-cen centri tricc organization. They forget, ignore or deliberately avoid the necessary changes to the enterprise itself. True CRM means that individuals, teams and the whole enterprise must become more focused on the needs and wants of the customer. The term "organiza "organizationa tionall collabora collaboration, tion, ''highligh ''highlights ts the many facets of the customer-centric internal change needed to deliver the required and desired external customer experience. As a critical part of  a CRM program, it will involve changing organizational structure, incentives and compensation, skills and even the enterprise culture. Ongoing change management will be key.

5. Process: Process: Past efforts efforts to re-engin re-engineer eer processes processes were primari primarily ly driven 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 CRM has led to a focus on reworking key processes that touch the customer  and asking customers which processes matter to them. We call this customer process re-entineering. Enterprises frequently do not realize that that thei theirr func functi tion onal ally ly frag fragme ment nted ed proc proces esse sess ofte often n mean mean that that the the customer has a poor experience and receives less than the expected value. Successful re-engineering should create processes that not only meet meet custom customers ers'' expect expectati ations ons,, but also also suppor supportt the custom customer er value value  proposition, provide competitive differentiation and contribute to the desired customer experience.

6. Informati Information: on: Successfu Successfull CRM requires a flow of customer customer informatio information n around the organization and tight integration between operational and analytical systems. Having the right information at the right time is fundamental to successful CRM strategies, providing customer insight and allowing allowing effective effective interactio interaction n across across any channel. channel. Unfortuna Unfortunately, tely, most enterprises' CRM information capabilities are poor - the result of  numero numerous us and fragme fragmente nted d depart departmen ments, ts, initia initiativ tives, es, databa databases ses and syst system ems. s. En Ente terp rpri rise sess that that esta establ blis ish h a bu busi sine ness ss plan plan for for sour sourci cing ng,, managing and leveraging their customer information assets are more likely to achieve their CRM goals and objectives and gain a competitive advantage.

7. Tech Techno nolo logy gy:: For For most most tech techno nolo logi gist sts, s, CRM CRM is all all abou aboutt tech techno nolo logy gy,, CRM CRM tech techno nolo logi gies es are are an esse essent ntia iall enab enable lerr for for any any mode modem m CRM CRM  business strategy, but they are just one piece of the puzzle. Gartner has a weal wealth th of on ongo goin ing g rese resear arch ch into into CRM CRM tech techno nolo logy gy issu issues es and and "Technology Decisions Are Key to Enabling CRM Strategies" (DF-148082) looks at the key decisions that enterprises have to take in three areas: CRM applications, architectural issues and integration. In many CRM projects, integration issues start as a relatively low priority, and then rise in prominence (costs and time) as enterprises realize that true CRM requires seamless customer-centric processes, supported by integrated technology across the enterprise and its supply chain. 8 Matr Matric ics: s: Th Thee othe otherr seve seven n bu buil ildi ding ng bloc blocks ks depe depend nd on perf perfor orma manc ncee targets and metrics to gauge their success, and enterprises must set meas measur urab ablle CRM ob objjecti ective vess and and mon oniitor tor CRM CRM ind indica icator tors to succ succes essf sful ully ly turn turn cust custom omer erss into into asse assets ts.. With Withou outt perf perfor orma manc ncee management, a CRM strategy and associated program is destined to fail. A framework for measuring and enterprise's success with CRM by creati creating ng a hiera hierarch rchy y of perfor performan mance ce metric metricss invol involves ves four four levels levels,, namely: corporate, customer strategic, operational and process, and infrastructure input metrics. These metrics have an internal and an external focus and link operations to strategy and corporate financial  benefits. Each enterprise will have a unique set of metrics applicable to their situation.

To achieve the long-term value of CRM, enterprise must understand that it is a strategy involving the whole business, and thus should be approached at an enterprise level. CRM initiatives need a framework to ensure that  programs are approached on a strategic, balanced and integrated basis. Thus, Gartner defines customer relationship management (CRM) as a business strategy that maximizes profitability, revenue and customer  satisfaction by: 

Organizing around customer segments



Fostering behavior that satisfied customers



Implementing customer-centric processes.

CRM STRATEGIES Customer relationship management (CRM) 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 -important in an age when acquiring new customers — is about five to 10 times the cost of retaining current ones. CRM strategies are based on the premise that quick, accurate knowledge about customers empowers organizations to increase the value of current customers, keep them longer and more effectively acquire new customers. A CRM strategy takes direction and financial goals from the  business strategy, and revisits the marketing strategy to customize it as shown in Figure. It provides an overview of how the enterprise will build valuable customer relationships and customer loyalty. The first stage in developing the CRM 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 perspectives:  

How much does the customer value the enterprise? How much does the enterprise value the customer? The result is a customer asset matrix as seen in Figure, which

combines the supplier's 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 customizes the traditional marketing strategy for different target customer segments, and thus supersedes it.

CRM strategy as derived from business strategy: Business Strategy How do we deliver stakeholder value and build competitive advantage? Marketing Strategy

CRMStrategy

How do we take advantage

How do we get closer to the

of market opportunities and

Customers to deliver value to

mitigate competitive threats?

them and create value for us?

Market definition and audit Vision: market position Analysis of strengths, weaknesses opportunities and threats Target market segments Objective for each market segment  penetration, development, maintenance and productivity Measures: market share, brand equity and to market penetration Based on product life cycle

Vision: customer experience Customer definition, and behavior and requirement audit Capability analysis Target customer segment by value Objective for each customer  acquisition, development, retention efficiency Measures: satisfaction, loyalty, cost serve and employee satisfaction. Based on the customer life cycle

Customer Asset Matrix:

Customer Potential (Value to Entprise)

Large Share of Wallet Some

Potential * Low

Transactional

Project Position

Invest to Protect

Invest to Win Over 

Damage Limitation

Counter  Competition

Invest to Build

Win the Opportunity

Careful Management

Manage for  Profitability

Build Selectively

Manage for  Revenue

Manage for  Revenue

Manage for  Profitability

Manage for  Profitability

Manage for  Revenue

Consider  Divesting

HHighly Secure High

Secure

Vulnerable

Strength of Relationship (Value to Customer).

Fragile Low

CREATING A CRM BUSINESS STRATEGY

Know your objectives — The idea is to keep and acquire customers with the greatest value potential. By establishing objectives, one can determine specific, specific, quantifiab quantifiable le customer customer acquisitio acquisition, n, developme development nt and retention retention targets that meet corporate financial goals. How this is best accomplished depends on the kind of organization and its prioritie priorities. s. Of course, course, customer retention retention is importan importantt to just about about all organizat organizations. ions. Business-t Business-to-bu o-busines sinesss enterprise enterprisess aiming aiming to become become a   prefe preferre rred d suppli supplier er often often give give high high prior priority ity to custom customer er develo developme pment. nt. Business-to-consumer enterprises with an eye to boosting market share conc concen entr trat atee

on cust custom omer er acqu acquis isit itio ion. n. Gove Govern rnme ment nt and and

nonno n-pr prof ofit it

organizations tend to care most about customer satisfaction. Know thyself- Start by answering these questions: What are your enterprise's goals and imperatives? What should be achieved with a CRM initiative? What business units will be affected? What's the condition of the IT infrastructure? What needs to be upgraded, integrated? Transform your customer base into an asset - Be customer-centric. Focus obje ob ject ctiv ives es on yo your ur cust custom omer er life life-c -cyc ycle le,, whic which h then then mirr mirror or yo your  ur   product/service life-cycle. This means: 

Analyze Analyze your customers. customers. Look for ways that customer customer value is lost

or unexploited. When you've spotted where action is required, you can set metrics and monitor them.



Jibe Jibe CRM and corpor corporate ate strate strategie gies.' s.' CRM strate strategy gy cannot cannot stand stand

alone; it must be derived from corporate goals and imperatives, and it must  be linked to other operational strategies. 

Keep Keep it flex flexib ible le.. In a chal challe leng ngin ing, g, comp compet etit itiv ivee envi enviro ronm nmen entt unpredict unpredictably ably impacted impacted by discontin discontinuous uous change, change, CRM strategy strategy needs to be dynamic and timely, adapting operational efforts and corpor corporate ate direct direction ion to market market condit condition ions. s. Thus, Thus, succes successfu sfull CRM 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.

Build a repeatable, continuously improving process:. The goal is to efficiently utilize all your organization's resources to present one friendly, consistent face to customers. Customers should get the same information about your company from any channel-from website to call centre to sales force to marketing brochure. Companies that want to lock in customer loyalty and maximize  profitability need to employ four CRM tactics: 1) build a customer growth strategy upon a CRM foundation of strategic intent and cost management; 2) avoid the CRM whipsaw effect; 3) don't buy into the technology silver   bullet; and 4) measure satisfaction with CRM. These tactics will ensure that CRM programs programs can successfu successfully lly adapt to the pending pending changes in the economy.

BUILD A CUSTOMER GROWTH STRATEGY

Business must build top-line growth strategies upon the foundation of their  CRM programs by ensuring that strategic intent and cost management measur measures es are instit instituti utiona onaliz lized. ed. Many Many compan companies ies have have not determ determine ined d strategic intent or have not focused on developing clear metrics to measure   performance. Yet many have done some cost cutting within customerfacing functions and lowered their cost-to serve just to reduce the overall cost of sales. These cost-structure changes should be modified to invest in these fields of CRM so that growth strategies gain some early wins, no matter  what state the economy is in. As the economy turns into recovery, the winners are likely to be those who have not only stabilized their customer  service and sales costs, but those who are improving the effectiveness of  cust custo omer mer

rete retent ntiion

and and

loya loyallty

progr rogram ams. s.

Impro proved ved

cus custom tomer 

segmen segmentat tation ion,, custom customer er satisf satisfact action ion,, and servic servicee strate strategie giess should should be tailored in downturns and expanded in upswings, but need to remain longterm goals of any successful CRM program.

AVOID THE WHIPSAW EFFECT

Senior management commitment is critical to the success of any major  corporate initiative. CRM is certainly no exception. In fact according to CRM magazi magazine/ ne/the the A.T. A.T. Kearne Kearney y survey survey result results, s, IT decisi decisionon-mak makers ers ranked executive sponsorship as the most important factor for maximizing the return on their CRM investments.

If CRM initiatives are not in the CEO's agenda, then investments in these initiatives have a much lower probability of success. Additionally  because CRM is a fundamental shift in the way a company does business with with its custom customers ers,, rather rather than than just just a one-ti one-time me e-busi e-busines nesss initi initiati ative, ve, it required continuous leadership support over multiple years. This type of  long-term senior management support can only be achieved and maintained if a long-term strategic plan is developed. The time frame also requires the strategic plan to have built-in contingencies get caught in a CRM whipsaw: over investing in one year and then cutting to the bone in the next. The result is unrealized investments, squandered opportunities, and a loss of employment for the CRM champion. The whipsaw may affect users as well. Employees whose new customer-centric behaviour enable CRM success can get caught in the whipsaw if communications about cust custom omer er stra strate tegy gy and and CRM CRM 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 TECHNOLOGY MAGIC BULLET

The CRM vendor landscape is changing rapidly. Placing 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 CRM vendors,  but also have enabled the strongest companies to survive with the bestinteg integrat rated ed offer offering ings. s. Strong Strong vendor vendors, s, after after acquir acquiring ing or mergin merging g with with smal smalle 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. Even so, research indicates software functionality is not the  prime factor in selecting a CRM vendor.

Financial viability and ROI remain the most important factors in selecting selecting a CRM vendor. Financial Financial viability viability and ROI remain the most important factors in selecting a vendor, and reflector the fact that the  best-of-breed approach in recent years has left a number of companies holdin holding g the bag of unsupp unsupport orted ed applic applicati ations ons.. The focus focus on vertic vertical al expertise has also been increasing. Companies stung by the challenges and high costs of customizing standard applications are demanding that the major vendors of the CRM world ensure that vertical customizations 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 virtualization wave wave or have have po poor orly ly pack packag aged ed and and stan standa dard rdiz ized ed thei theirr indu indust stry ry experience within applications. MEASURE SATISFACTION WITH CRM

Measuring CRM success has often been elusive, but it is possible to meas measur uree sati satisf sfac acti tion on with with CRM. CRM. Comp Compan anie iess have have ofte often n meas measur ured ed success success either either by ROI or by changes changes in customer customer satisfaction satisfaction to justify justify CRM benefits. Although capturing ROI and preventing CRM budget expans expansion ion is impor importan tant, t, the CRM magazi magazine/ ne/A.T A.T.. Kearne Kearney y resear research ch indicates that 60 percent of companies claim their CRM initiatives met or exceeded expectations. Of the the rest rest 25 perc percen entt did did no nott set set expe expect ctat atio ions ns.. So far far the the moment, there appears to be more satisfaction with CRM projects than not. no t. Howe Howeve ver, r, ROI ROI gene genera rall lly y meas measur ures es the the inte intern rnal al retu return rn of a technology/process technology/process or organization improvement project.

IN A NUTSHELL



CRM strategies offer companies a complete view of their customers

across the entire organization. 

When When implem implement ented ed proper properly, ly, a CRM strate strategy gy integr integrate atess all custom customerer-fac facing ing and back back office office applic applicati ations ons with with the same 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 CRM

strategy has to create a 360 degree view of the customer. This means mergin merging g the inform informati ation on silos silos mainta maintaine ined d by each each depart departmen mentt into into a single data repository accessible by all departments. 

Sele Select ctio ion n of tech techno nolo logy gy is vita vitall to a succ succes essf sful ul CRM CRM

implementation. Selecting a package approach, rather than tying together existing individual 

Implementation of a CRM strategy is by no means a project for the

IT department alone. Marketers must be directly involved in the process   because they will ultimately win or lose based on the quality of the outcome. 

If implemented properly, a CRM strategy enables marketers to

interact with customers armed with useful information. Additionally, by analyz analyzing ing existi existing ng custom customer er data, data, market marketers ers have have better better tools tools to build build future marketing campaigns, increase sales and drive ROI.

FUTURE TRENDS IN CRM

It is not suddenly that the business managers have realized that the customer is supreme or the need to render personalized service. However, it was not possible to address the preferences of a massive group of  widely dispersed individuals. Neither the tools nor the technology were available. The smart business managers did the next best thing, which was to conduct a market research and classify the market into broad segments with different preferences. The product managers would (and still do) 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 Figure. Figure. While ERP, the manageme management nt mantra mantra of the nineties, nineties, offered offered the means

to

optimize

resource

planning

at

t he

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 everyt everythin hing. g. It provi provided ded the means means to take take the integr integrate ated d enterp enterpris risee information system to the customer's living room. He could buy, sell or   bank sitting there, while uniquely identifying himself.

This has led to the evolution of CRM, which uses the Net to integrate the custom customer er contac contactt points points direc directly tly with with the enterp enterpris rise. e. It provid provides es the means to interact with every customer individually (thereby interacting with million or ever billions of customers). The interactions over a period of time time crea create te a hist histor ory y that that is avai availa labl blee to the the fiel field d sale sales/ s/ supp suppor ortt  personnel at the touch of a button.

No. of respondents

100%

Rental

10

20

Brand value

25

50

Network coverage

10

20

All of those

5

10

Total

50

10 0

INTERPRETATION: In my survey I found that 50% of subscribers prefer BSNL due to its brand value and 20% of subscribers prefer it because reas reason onab able le rent rental al char charge gess .20% .20% of subs subscr crib iber erss for for netw networ ork  k  coverage, only 10% of subscribers supports all of these.

Consistency level of customers towards BSNL No. of respondents

100%

1 year

20

40

2 years

10

20

20

40

50

100

More than 3years Total

INTERPRETATION: In this survey I came to know that, 40% of subscribers were stick to this since 3 years. This shows their loyalty toward BSNL.due to introduction of new offers 40 % of subscribers were using from 1 year and only 20% were using from 2 years.

Analysis on Type of connection used by the customers. No. of respondents

100%

Prepaid

35

70

Postpaid

15

30

total

50

100

INTERPRETATION;

I found that that 70% of the subscribers subscribers were interested i prepaid connection and only 30% of were prefer postpaid connection.

Analysis on customer's monthly expenses on mobiles

No. of respondents

100%

Less than 150/-

5

10

151/-to 350/-

10

20

351/-to 500/-

30

60

Above 500/-

5

10

total

50

100

INTERPRETATION:

In my survey I found that the monthly expenses of BSNL subscribers were as follows: 60% were in between Rs- 351/-to 500/-,40% were in  between Rs 151/- to 350/-..

Analysis of receiving remainders regularly to pay bill/top up

No. of respondents

100%

Yes

37

74

No

13

26

Total

50

100

INTERPRETATION:

In my survey I found that 74% of subscriber told that they rece receiv ivee rem remain ainders ers reg regularl larly y and and on only ly 26% of  subscribers told that they are not receiving any remainders.

78

Analysis on problem faced by the customers in their connection No. of respondents

100%

Signal problem

30

60

Problems with

15

30

Unwanted activation

5

10

Total

50

100

recharge coupons'

INTERPRETATION:

In my survey I found that 60% subscribers were facing signal   pro probl blem em,3 ,30% 0% of subs subscr crib iber erss were were faci facing ng prob proble lem m with with thei their  r  recharge recharge coupons,their coupons,their connection connection and 10% of subscriber subscriberss were facing problems like unwanted activation.

Analysis on problem rectification in BSNL connection

 No. of respondents

100%

•Immediately

0

00

1 day

35

70

2 days

5

10

More than 2 days

10

20

Total

50

100

INTERPRETATION:

In my survey I found that 70% of subscribers told that 1 day takes to rectify problem. And 10% & 20% of subscribers says that it takes 2 days and more than 2days.

Analysis on receiving promotional calls from BSNL

No. of respondents

100%

Yes

45

90

No

5

10

Total

50

100

INTERPRETATION;

In my survey I came to know that 90% of subscribers were receiving promotional calls from BSNL.And only 10% were not receiving any calls from BSNL.

Analysis on information provided by the BSNL 'CUSTOMER  SERVICE CENTER' representatives to the customer that they are providing required information or not.

No. of respondents

100%

Yes

40

80

No

10

20

Total

50

100

INTERPRETATION:

I ask this question to know that the CSC representatives provide the information they required or not. 80% of subscribers says Yes. 20% of subscribers says No.

Analysis on satisfaction of customers with BSNL present offerings  

No of respondents

100%

Satisfied

30

60

Unsatisfied

20

40

Total

50

100

INTERPRETATION: I found that 60% of subscribers were satisfied with BSNL offerings. Only 40% were unsatisfied.

Comparative analysis on advertisement promotion and punch lines of various telecom companies No. of respondents

100%

BSNL-connecting India

1

2

Airtel- Barriers break  when people talk,

40

80

Reliance- Karlo dhuniya mutti mein

4

8

Idea-An idea can change life

5

10

total

50

100

INTERPRETATION:

Most of the subscribers like Airtel advertisement (80%) only 2% of subscribers like BSNL advertisement. 8% and 10% of subscribers like Reliance & Idea adds.

Analysis on the rate of the overall quality of customers relationship with BSNL, considering all of their experiences with them

No. of respondents

100%

Excellent

20

40

Good

30

60

Fair

0

00

Poor

0

00

Total

50

10 0

INTERPRETATION: In my surv survey ey I foun found d that that the the ov over eral alll rela relati tion onsh ship ip betw betwee een n (60% (60%)) subscribers and BSNL were good. And excellent were in between 40% of  subscribers.

FINDINGS



Customers are basically satisfied with present offerings of BSNL.



In my survey I found that most of the customer were facing some

 problems. 

It was was ob obse serv rved ed that that most most of the the cust custom omer erss expr expres esse sed d thei their  r  unhappiness because they are facing problems like signal problem and (particularly postpaid) they were wrongly charged or they never  received bills on time.



Few subscribers were very particular about rentals.



Through my survey, I came to know that most of the customers are

satisfied with BSNL plans and toppings. 

Through my survey I observed that most of the customer’s monthly

expense was in between Rs/- 350/-and 500/

I ob obse serv rved ed that that most most of the the cust custom omer erss are are prep prepai aid d conn connec ecti tion on

holders. 

I observed that most of the customers like Airtel advertisement and

 punch-line. 

Through my survey I found that BSNL takes at least 2-3 days to

rectify problems. 

BSNL BSNL 'CSC 'CSC repr repres esen enta tati tive vess prov provid idee the the info inform rmat atio ion n to all all the the

subscribers. 

It is observed that the relationship between the subscribers and the

BSNL was good.

SUGGESTIONS

• To retai retain n exis existi ting ng custo custome mers rs BSNL BSNL has has to offe offerr better better or impro improve ved d schemes from time to time to compete with the competitors. This would automatically attract new customers. • BSNL should should continu continuee to offer offer the best toppi toppings ngs to to stay stay at the the top. top. • There There should should be be no compromi compromise se in quality quality and and the network network facili facility. ty. • BSNL BSNL has to spen spend d more more on adver advertis tiseme ement nt to attr attract act cust custome omers. rs. • To ensur ensuree bett better er custo custome merr sati satisf sfac acti tion on and main mainta tain in higher higher level level of  Custom Customer er relati relations onship hip manage managemen ment, t, BSNL BSNL has to streng strengthe then n its network coverage. • To attra attract ct custom customers ers of diff differe erent nt age age groups groups it has has to introd introduce uce new new offers totally different from others.

B IB L IO G R A P H Y

TEXT BOOK PRINCIPLES OF MARKETING

A U TH O R   -

PHILIP KOTLER

MARKETING RESEARCH 

-

 D.D SHARMA

CUSTOMER RALATIONSHIP

-

H.PEER

MANAGEMENT 

WEBSITES: www.bsnl.com www.apbsnl.co.in www.google.com

MOHAMMED

QUESTIONNAIRE

1.

Name

:

2.

Age

:

3.

Mobile No:

:

4. Occu Occup pati ation 5.

Why do you prefer BSNL? a)Rental b)brand value

( c)network coverage d)all

6. From how long you are using the BSNL connection? a) 1 year b)2years

of these (

)

(

)

(

)

c)more than 3years

7. Which type of connection you are using ? a)prepaid

b)postpaid

8. How much is your monthly expenses on your mobiles? a)less than 150/-b) 150-350

c)350-500

d)above 500

9. Do yo you u rece receiv ivee rema remain inde ders rs regu regula larl rly y to pay pay bill bill/t /top op up a)yes 10.. 10

)

(

)

b)no

Whic Which h typ typee of prob proble lem m yo you u are are faci facing ng in yo your ur conn connec ecti tion on?? a)signal problem activation

b)recharge coupons

c)unwanted (

)

11 .In case of any problem, how long does it take to rectify it? a) immediately b)lday c)2days d)more than 2days

(

)

(

)

12. Are you regularly receiving promotional calls from BSNL ? a)Yes b)No

l3.Does BSNL 'CUSTOMER SERVICE CENTER' representatives provides the information you required ? a) Yes 14.How satisfied are you

(

)

(

)

(

)

b)No

with the clarity of information they

 provided ? a)excellent

b) b )good

c)fair d)poor

15. Are you satisfied with BSNL present offerings? a) satisfied b)unsatisfied

16. Which company advertisement promotion and punch lines you like the most

(

)

a) BSNL -Best -Best hai mere mere liye  b) Airtel-Barriers Airtel-Barriers break when people talk, Express yourself  c) Reliance-karlo dhuniya mutti mei d) Idea- An idea can change your life 17. 0verall satisfaction on BSNL? a) Satisfied b) unsatisfied

(

)

18. How would you rate the overall quality of your relationship BSNL, considering all of your experiences with them? Would you say it is……………………. is……………………. a)excellent b)good c)fair d)poor

(

)

19. Would you like to give your suggestions to improve the satisfaction level of  the customers? a)yes

b)no

If yes please specify ____________________________________________