DISSERTATION REPORT ON

CUSTOMER RELATIONSHIP MANAGEMENT IN AIRTEL

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQIREMENT FOR THE AWARD OF

Bachelor of Business Administration

UNDER GUIDANCE Mr.VISHAL VARSHNEY SENGAR PREPARED BY ROHIT SINGH 2008CBA062 B.B.A

INSTITUTE OF BUSINESS MANAGEMENT MANGALAYATAN UNIVERSITY rd 33 KM STONE, ALIGARH-MATHURA HIGHWAY, BESWAN, ALIGARH (INDIA) 2011

DECLARATION

I hereby declare that the dissertation entitled 'CUSTOMER RELATIONSHIP MANAGEMENT submitted in partial fulfillment of 'Bachelor Degree in Business Administration' is of my original work and not submitted for the award of any other degree, diploma, fellowship or other similar title.

ROHIT SINGH SENGAR 2008C.B.A 062

ACKNOWLEDGEMENT

I feel an immense pleasure in taking this opportunity to express my sincere thanks and deep gratitude towards my honorable director MR.AVINASH BHARADWAJ for designing of the project and being a constant source of inspiration and guidance. It has been a great privilege for me to his constant encouragement, meticulous guidance constructive criticism and invaluable counsel throughout the conduct of the dissertation. I shall be failing in my duty if I do not acknowledge my thanks to, SANDEEP SANDILYA(HOD IBM) AND lect.- MR. VISHAL VARSHNEY faculty guide without whose guidance and cooperation this project would havent been successfully accomplished.

Preface
The dissertation project is integrating part of B.B.A(Bachelor of business administration) course. During the project the students are expected to use apply their academic knowledge and gain some real and practical knowledge. The said project offers valuable opportunities to the students to meet academic knowledge with real world situation. In this report I have put my best efforts to compile the information to the highest level of accuracy.

ROHIT SENGAR 2008CBA062

To Whom It May Concern

This is to certify that ROHIT SINGH SENGAR Er.No. 2008CBA-062 is a bonafide Student of B.B.A (6TH SEM.) IBM, MANGALAYATAN UNIVERSITY ALIGARH for the session 2008 11. He has completed his dissertation report entitled CUSTOMER RELATIONSHIP MANAGEMENT.

DIRECTOR I.B.M

FACULTY GUIDE

Prof. Avinash Bharadwaj

Mr. Vishal Varshney

TABLE OF CONTENT
CHAPTER I

Introduction

Introduction 6-8 Significance..9 Objective of Study...10 Literature review....11-20 Research Methodology..21-22 Limitation ..23

CHAPTER II

Conceptual framework.24-37

CHAPTER III Collection of data ..38-48 CHAPTER IV Analysis and Interpretation.....49-64 CHAPTER V Conclusion...65-67

CHAPTER VI Suggestion & Recommendation .68-79

Bibliography.......70-71 ANNEXURE..72-75

CHAPTER I

INTRODUCTION

What is Customer Relationship Management?

Before we begin to examine the conceptual foundations of CRM, it will be useful to define what CRM is. A narrow perspective of customer relationship management is database marketing emphasizing the promotional aspects of marketing linked to database efforts. Another narrow, yet relevant, viewpoint is to consider CRM only as customer retention in which a variety of after marketing tactics is used for customer bonding or staying in touch after the sale is made. Shani define relationship marketing as an integrated effort to identify, maintain, and build up a network with individuals consumers and to continuously strengthen the network for mutual benefit of both sides, through interactive, individualized and value-added contacts over a period of time. In todays hyper competitive scenario, more than three quarters of the money and time spent by companies go towards acquiring and retaining customers. Customer-centricity has become the buzzword and the ones with clear and relentless focus on customers, enjoy a better competitive position. This is proved time and again. Yet, companies go through meticulous processes to gradually and consistently mature into an organization for the customers. But, how would you mature into a customer-focused or customer-centric organization? The answer is: By reading and understanding your customers. Yes, this is all you need to do! And this you need to do not just once, but regularly and consistently over the lifetime of your customer and beyond. Reading the customer demographics and understanding their needs (both explicit and implicit) is what customer insight is all about. Customer insight is the basic point or the foundation for building a customer centric organization. Everything in the value chain revolves around this. This is the raw material. This is more a conversion process rather, since the end product is Customer Loyalty! Over decades, many organizations had successfully completed the conversion process and tasted higher returns, most organizations miserably failed in their efforts.

Customer Insight goes through a set of processes to get converted into Customer Loyalty- the finished product. The set of processes include use of machine, process and people to obtain the final outcome - just like a manufacturing process in a factory. The machine here is technology information technology to be precise, process - the custom made steps based on set objectives; and people - those who are trained to efficiently carry out the conversion process. This whole scheme of activities that begin from customer information and end in processes and interactions that result in customer loyalty - in entirety, is what CRM is all about. CRM relies on customer data to create customer loyalty. The concept of CRM was again the result of an evolution born out of necessity. When companies understood the need to obtain and maintain customer data, which was exhaustive and scattered in nature and were desperately looking for a tool that could compile, preserve use the data in a way they want, technology came to the rescue with exclusive methods called data mining, data warehousing and thus data base management techniques were born. Technology is mechanistic and didnt know what is required and what is not. A managerial tool was needed to perform the directors role in order to decide the path and processes. Thus CRM was engineered as a tool to manage customer data using ITenabled techniques.

Significance of CRM CRM, in its broadest sense, means managing all interactions and business with customers. This includes, but is not limited to, improving customer service. A good CRM program will allow a business to acquire customers, service the customer, increase the value of the customer to the company, retain good customers, and determine which customers can be retained or given a higher level of service. A good CRM program can improve customer service by facilitating communication in several ways :

Provide product information, product use information, and technical assistance on web sites that are accessible 24 hours a day, 7 days a week.

Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations.

Provide a fast mechanism for managing and scheduling follow-up sales calls to assess post-purchase cognitive dissonance, repurchase probabilities, repurchase times, and repurchase frequencies.

Provide a mechanism to track all points of contact between a customer and the company, and do it in an integrated way so that all sources and types of contact are included, and all users of the system see the same view of the customer (reduces confusion).

Help to identify potential problems quickly, before they occur. Provide a user-friendly mechanism for registering customer complaints (complaints that are not registered with the company cannot be resolved, and are a major source of customer dissatisfaction).

Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction).

Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction).

OBJECTIVE

1. To understand the customer relationship management in the organisation. 2. To apply theoretical knowledge to practical and real world situation. 3. To know about the various practices adopted by the firm to maintain relation with their customer. 4. To know about the customer satisfaction with the services and product provided to them. 5. To know about framework and process of customer relation management.

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LITERATURE REVIEW

1. Hewlett Packard Computers and IT sector

Traditionally, HP would begin implementing a new CRM system by starting with a strong focus on systems design and functional specs. But when they set out to implement in Japan as part of their efforts to make the company's CRM systems operate globally, they recognized it wouldn't work that way.

The sales support operations manager, Kozo Sekino, who was their local eyes and ears with the sales and marketing groups in Tokyo, pointed out that the Japanese work better by being included in the business process definition early on. If HP strongly involves management and multiple audiences along the way, it ensures that in the end they have maximum buy-in to the true business changes that need to occur. And then they realized that they needed to do the same for other countrieswithout sacrificing the global standards HP aims to institute based on their long-term strategy.

Resistance
Globalization meets resistance in many ways. For CRM, it usually arises through the local sales and marketing organizations such as their Japan country teams, who, for good reason, are concerned that their ability to meet customer needs may be hampered by an overzealous and globally-driven standardization effort. Oftentimes, highly customized, local solutions make the implementation of globally consistent business processes more challenging. HP, where Mike Overly has been for more than 20 years and Johannes Beirmann has been for 10 years, has overcome some of the unique challenges an American-based company regularly faces when aiming for global standardization of business processes and IT infrastructures. As a whole, the company has always been intent of reducing cost to stay competitive. In today's landscape, that requires trade-offs between global standardization and local needs. The IT infrastructure has

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become the notable beneficiary of the CRM effort: Global standards allow for much simpler IT environments and the retirement of a vast number of dispersed assets.

What is so unique about being an American-based company and how does this affect a CRM implementation outside the United States? Consider these three problematic characteristics and how HP handled them:

American companies are not anxious to spend much time on planning and

implementing an agreed-to business process or solution. They want to see immediate results pertaining to the defined change, particularly from a financial perspective.

Yet, when you're implementing a solution in another country, you must be adaptive and culturally sensitive. In Japan, they recognized that all due diligence to the point of "pushing the button to be online with CRM" had to be done prior to the meeting with the top sales executive. Their usual order of implementation began with executive meetings to launch the effort. They reversed that in Japan. It took them about nine months to agree on the roadmap for Japan and set the "go-live" daya real challenge for their deployment team. The benefit, however, was an explicit statement by the leaders that committed all management levels to the importance of utilizing CRM once they did deploy. Since January 2006, they have seen a tremendous business being managed through the new solution environment, using global standard processes in sales across field and inside sales. Every sales rep in Japan now uses the CRM system, both for field and inside sales, which was not the case before.

American companies tend to struggle to find the right regional balance for common

standards. One example is the stricter and varying customer privacy standards in different countries. But you can find this struggle in business processes as a whole. For example, should HP follow the same selling methodology in Japan that it does in Canada?

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To address this, they gathered feedback from top executives, specifically including the regional sales and marketing managers in this process, something that had not been the case in earlier efforts. They also formed a permanent governance structure with and strong regional representation. A global team at HP designed the future-state global business processes. They developed a common account planning and selling methodology by including as many regional people in the planning as they could. Japan team members from sales and marketing took part routinely in key global workshops well before they even made it to the hot implementation phase in Q4 of 2005 by adding their valuable inputs into the business process design. High personal buy-in proved the case although it was not an easy achievement, given the continuous involvement of hundreds of decision-makers and subject matter experts. "Global Process Consistency" was initially just the project name. It has since become the unspoken and guiding principle for the effort. Go to Japan, and you will find that "GPC" is almost like a "rallying cry." The end result was considerable cost reductions in the IT infrastructure, as they consolidated and eliminated redundancy and increased productivity for both sales and marketing.

American companies don't integrate non-technical resources consistently. Despite the

fact that American-based companies know the importance of managing the organizational and people-related transitions associated with a changedand usually more integrated CRM environment, there is often a false focus on technical deployment.

HP put a real focus on process adoption. It led them to have task forces dedicated by regionand in some cases by countryto securing not just technical deployment but also adoption of the CRM system. In Japan, they formed an extended task force that dedicated substantial time to the implementation. It included representatives from their call center in Fukuoka, field sales personnel in the local enterprise group and marketing managers from three business groups. They complemented these with resources helping the prospective endusers with the organizational readiness.

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Top-level executive commitment is a must-do, but the real work is to engage first-level sales and marketing users in regions and country field organizations; explain the business value of CRM in simple terms; and engage them through workshops, posters or video messages to their staff. That is exactly what Hewlett Packward did in Japanand what they do in other countries across the world.

Hewlett Packard: Enterprise-Wide Solutions on a Global Scale While the company set out to improve a variety of business issues with CRM, its overarching goal is to provide a best in class customer experience. With customers ranging from the largest companies in the world to small mom-and-pop operations, HP has a lot of customers to satisfy. Combine this with the fact that the company is rolling out its CRM program worldwide, and the program's magnitude only begins to hit home. What They Did: Mike Overly and his HP CRM team weren't nave. They knew that in order to deploy a global CRM solution, they needed to influence the entire organization. Reporting directly to the President of HP's consumer business unit provided the team with the clout and visibility it needed to gather consensus from a range of different corporate functions, from the sales organization to marketing to the companys myriad call centers. The mantra sung by each organization is the same: To manage the total customer experience. HP's initial CRM effort focused on the organization that touches the customer most: The sales force. Its goal was to provide the company's global sales force with an automatedand standardway to perform contact management and account planning. While the initial functionality was classic sales force automation, the hurdles were high. Everyone had their own rules and guidelines about managing their customer activities, but what makes a customer happy is pretty universal. The company chose a CRM solution from business partner Oracle, and has deployed the Oracle Sales Online product to customer-facing employees around the world with more on the way. By

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integrating customer activity data in an Oracle "customer master" database, HP can provide a remote salesperson with the ability to track a customer's activities across organizations. For instance, a salesperson can find out which of his customers have contacted the company's help desk, or call up information about the latest marketing campaign and its primary channels. Indeed, Overly's CRM team has made the ability to share information about customer touch points across organizations a key CRM success measure. HP is gunning for even bigger improvements, such as dynamic personalization for Web visitors and automatic lead routing from marketing to the internal sales staff and HP partners. Over time, both headquarters and field staff will have access to a range of customer information and history on both corporate and local Oracle databases. The goal is to establish an ongoing dialog with customers so that customers will gain greater control over their relationships with HP. Standardizing CRM corporate-wide has meant phasing out numerous legacy systems. Data, business processes, and technologies that are customer-related will slowly be merged with the current CRM program, driving cost savings in the millions of dollars. The Challenges: Deploying CRM worldwide has its trials. No matter where they are in the world, sales reps share the goal of being as productive as possible. However, every sales person has a preferred way of getting the job done. Overly and his team have had to surmount habits and assumptions that are often not only organizationally entrenched but cultural. They were no longer talking about a personal productivity tool, but about an HP solution. Since Oracle's CRM environment is based on portal technology, sales people can customize their interfaces to include client information and contact activities as well as data from external news sources and the global financial markets. The company is delivering Web-based CRM training in order to educate staff on how to use the Oracle CRM technology and apply it to their specific job functions. While most of the training is conducted in English, the company offers localized Web courses in native languages to several countries including Korea and Japan.

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Another challenge has been rendering ongoing management sponsorship and involvement as painless as possible for HP's busy executives. Besides establishing ongoing CRM performance measures, the Change Manager is chartered with developing and tracking all project communications, including internal communications across HP such as guiding executives in communicating new customer-focused policies.

Good Idea: From the beginning of the CRM initiative, Overlys team shrewdly steered away from the point solution approach, preferring instead to expend the extra time, money, and internal education necessary to deploy enterprise-wide CRM. This meant organizing CRM development around socalled "vertical silos" representing various corporate functions such as internal sales, marketing, and customer service. The CRM team members for each vertical silo work with the executives in related business organization, as well as with a CRM manager who's responsibility is to integrate each independent effort into the corporate-wide CRM program. This approach of uniting vertical efforts with horizontal standards not only avoids development in a vacuum, it ensures that CRM business processes, technologies, data, and implementation methods are consistent across the company. Overly advises others who may be deploying CRM on a similar global scale to be mindful of three success metrics: 1: Obtain sustained executive presence, meaning that executive leadership must be engaged throughout the CRM lifecycle. 2: Always keep one eye on today's problem, and the other on tomorrow's problem. 3: Ensure change leadership, with emphasis on the word leader. "Every day there's a new challengeyou need someone who has a good understanding of the problem and the authority to fix it." The Golden Nugget:

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While HP has committed to three primary measuresincreased revenue, decreased costs, and improving the total customer experiencemeasurement, like the CRM program itself, is ongoing. Measurement results might dictate a range of business changes, such as changing sales compensation levels to rely less on customer revenues and more on customer satisfaction. The CRM team considers customer survey data to be a primary measurement source. For a multi-disciplinary technology conglomerate like HP, deploying a global and interdisciplinary CRM program could take years. With such a high-visibility commitment, not to mention the complexity, executive involvement, and process changes, its noteworthy that it took the initial SFA application months, not years, to be released to its global business users. How can a company of HP's size be so nimble, yet so visionary? HP Team would politely reiterate: "We're in the solutions business."

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2. Bharti Tele-Ventures Telecom Sector

Bharti Tele-Ventures is one of India's leading private sector telecom operators. Its cellular business, AirTel, is a leading mobile telephony brand. Like any Telco, Bharti considers information technology a key business enabler. For telecom, IT is like bread and butter. Bharti believes it plays two significant roles-it works as a support system, and it can also be a business driver. Thus IT is very important to Bharti. It had a WAN in place with a mix of leased lines and E1 and E3 lines. The company also has an extranet in place through which it extends different applications to its dealers and partners. Bharti have an extremely large infrastructure based on products from multiple vendors. This includes a range of high-end servers from Sun and HP. In the telecom business volumes are very large. They have millions of records and process them everyday, so for them storage is in terabytes. Bharti also has a storage area network (SAN) in place. The main data centre is located in Gurgaon, Haryana. As far as software is concerned, some of the applications that are running on its network are billing, fraud management, revenue assurance and data warehousing. They also have some internal-facing applications like Oracle Financial and Oracle HRMS. The case for CRM Initially, when Bharti started operations, the whole system was run manually. At that point of time only 40 percent of their customer issues were getting resolved-this has now gone up to about 90 percent. It is vital for them to manage the expectations of their customers and provide them with innovative products and services in a manner which makes them loyal. To achieve this, Bharti needed the right tools. It is this need that made them opt for a CRM (customer relationship management) solution.

Cherrypicking a solution

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Today Bharti is using the Oracle CRM platform. As part of their vision, they intend to provide AirTel services anywhere and at any time. A customer should get the same quality of service no matter which of their call centres he contacts. This has been their vision, and because of that they have gone in for a centralised application like CRM. Before choosing its CRM tool, Bharti evaluated many options. It considered factors like proper workflow automation, facilitation of knowledge sharing, and integration with the billing system. After a thorough evaluation exercise, it decided to go ahead with the Oracle CRM platform. Roll it After starting its services in Delhi, Bharti acquired many circles and sought new licences in other circles; whenever they got a new licence, they implemented the CRM tool immediately. But they had to put in a migration strategy in those acquired circles which had an existing subscriber base. The migration had to be done in such a manner that the existing customer base did not suffer. The goal was that all the circles would go live by the first quarter of 2004. The biggest challenge for Bharti was to have a unified process in place. Once this was done they faced the challenge of imparting training. When they went in for such a large-scale implementation they faced problems. They also had certain technical difficulties during implementation, but they were able to overcome them. The CRM strategy at Airtel revolves around two aspects: operational CRM and analytical CRM. The first is about helping their call centres in the workflow part, helping them in their day-to-day activities. The second provides staff with the required information on customers; this is used for business development activities. Together they help Bharti provide better services to its customers.

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Tailor-made schemes One of the primary things that Bharti has done with CRM is segmentation of customers, which has helped in providing customers more value for their money. It was important to understand and segregate customer needs depending on the product and services he is buying. One of the primary things that Bharti have done in this solution is the segmentation of customers. With this, AirTel is now able to give its customers more value for money. With the help of CRM, they are able to provide customers different schemes and services depending on airtime usage. If the customer is a heavy user then they have some specific schemes; for normal users they have other schemes. Apart from this, they have also managed to segregate their workflow with the help of the CRM tool.

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RESEARCH METHODOLOGY

Research methodology refers to the systematic study of enunciating the problem, formulating a hypothesis, collecting the facts or data, analyzing the Facts and reaching certain conclusions either in the form of solution towards the concerned problem or in certain generalizations for some theoretical formulations. The study analytical type of research, which includes the facts and information available and analyzing these to make a critical evaluation of the material. Various types of ratios are calculated for the purpose of analyzing the data. The task of data collection after selection and type of research methodology is very important while deciding about the method of data collection to be used for study, the researcher kept in mind the use of-

1. PRIMARY DATA 2. SECONDARY DATA

TYPE OF DATA

SECONDARY DATA Secondary data, on the other hand, all those data which have already been collected by someone else and which have already been passed through the statistical process. (Data taken from the various report of the firm) PRIMARY DATA Primary data is collected for the first time for the research.

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DATA USED IN RESEARCH

The researcher used secondary data collection technique which includes various reports and publications of the company on net on different websites and also use the past studies. Primary data as questioner

RESEARCH DESIGN

The study was an analytical and descriptive type of research, which includes the facts and information available, gathered and analyzing these to make a critical evaluation of the material. SAMPLE SIZE 50 people of different places.

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LIMITATIONS

1. The greatest limitation came in front of us the availability of data.

2. A small mistake of us may lead to a big problem.

3. There is lot of differences in theoretical knowledge and its application.

4. Secondary data is not much reliable.

5. Sources are limited to find the data.

6. Different techniques at different places.

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CHAPTER II

CONCEPTUAL FRAMEWORK

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What is Customer Relationship Management?

Before we begin to examine the conceptual foundations of CRM, it will be useful to define what CRM is. A narrow perspective of customer relationship management is database marketing emphasizing the promotional aspects of marketing linked to database efforts. Another narrow, yet relevant, viewpoint is to consider CRM only as customer retention in which a variety of after marketing tactics is used for customer bonding or staying in touch after the sale is made. Shani define relationship marketing as an integrated effort to identify, maintain, and build up a network with individuals consumers and to continuously strengthen the network for mutual benefit of both sides, through interactive, individualized and value-added contacts over a period of time. In todays hyper competitive scenario, more than three quarters of the money and time spent by companies go towards acquiring and retaining customers. Customer-centricity has become the buzzword and the ones with clear and relentless focus on customers, enjoy a better competitive position. This is proved time and again. Yet, companies go through meticulous processes to gradually and consistently mature into an organization for the customers. But, how would you mature into a customer-focused or customer-centric organization? The answer is: By reading and understanding your customers. Yes, this is all you need to do! And this you need to do not just once, but regularly and consistently over the lifetime of your customer and beyond. Reading the customer demographics and understanding their needs (both explicit and implicit) is what customer insight is all about. Customer insight is the basic point or the foundation for building a customer centric organization. Everything in the value chain revolves around this. This is the raw material. This is more a conversion process rather, since the end product is Customer Loyalty! Over decades, many organizations had successfully completed the conversion process and tasted higher returns, most organizations miserably failed in their efforts. Customer Insight goes through a set of processes to get converted into Customer Loyalty- the finished product. The set of processes include use of machine, process and people to obtain the final outcome - just like a manufacturing process in a factory. The machine here is technology information technology to be precise, process - the custom made steps based on set objectives and people - those who are trained to efficiently carry out the conversion process. This whole scheme of activities that begin from customer information and end in processes and interactions that result in customer loyalty - in entirety, is what CRM is all about. CRM relies on customer data to create customer loyalty. The concept of CRM was again the result of an evolution born out of necessity. When companies understood the need to obtain and maintain customer data, which was exhaustive and scattered in nature and were desperately looking for a tool that could compile, preserve use the data in a way they want, technology came to the rescue with exclusive methods called data mining, data warehousing and thus data base

25

management techniques were born. Technology is mechanistic and didnt know what is required and what is not. A managerial tool was needed to perform the directors role in order to decide the path and processes. Thus CRM was engineered as a tool to manage customer data using ITenabled techniques. CRM gives a framework for the activities. It decides on what to do - the objectives, what is required to do it - the resources, who should do it - the people, how to do it - the processes, how long to do it - the time frame. CRM could be ready made, tailor-made or hand made depending on the specific objectives it is set to achieve. CRM is unique in the respect that it follows a set of pre-determined processes to accumulate and manage customer data, which was hitherto unpracticed. Hence, CRM is defined as: Customer relationship management (CRM) is a business strategy to acquire and manage the most valuable customer relationships. CRM requires a customer-centric business philosophy and culture to support effective marketing, sales and service processes. CRM applications can enable effective customer relationship management, provided that an enterprise has the right leadership, strategy and culture. As is implicit in the above definition, the purpose of CRM is to improve marketing productivity. Marketing productivity is achieved by increasing marketing efficiency and by enhancing marketing effectiveness. In CRM, marketing efficiency is achieved because cooperative and collaborative processes help in reducing transaction costs and overall development costs for the company. Two important processes for CRM include proactive customer business development and building partnering relationship with most important customers. These lead to superior value creation. The basic concept is that the customer is not someone outside the organization, he is a part of the organization.

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Purpose of CRM

CRM, IN ITS BROADEST SENSE, MEANS MANAGING ALL INTERACTIONS AND BUSINESS WITH CUSTOMERS . THIS INCLUDES , BUT IS NOT LIMITED TO, IMPROVING CUSTOMER SERVICE . A GOOD CRM PROGRAM WILL ALLOW A BUSINESS TO ACQUIRE CUSTOMERS , SERVICE THE CUSTOMER , INCREASE THE VALUE OF THE CUSTOMER TO THE COMPANY , RETAIN GOOD CUSTOMERS, AND DETERMINE WHICH CUSTOMERS CAN BE RETAINED OR GIVEN A HIGHER LEVEL OF SERVICE . A GOOD CRM PROGRAM CAN IMPROVE CUSTOMER SERVICE BY FACILITATING COMMUNICATION IN SEVERAL WAYS :

Provide product information, product use information, and technical assistance on web sites that are accessible 24 hours a day, 7 days a week. Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations. Provide a fast mechanism for managing and scheduling follow-up sales calls to assess post-purchase cognitive dissonance, repurchase probabilities, repurchase times, and repurchase frequencies. Provide a mechanism to track all points of contact between a customer and the company, and do it in an integrated way so that all sources and types of contact are included, and all users of the system see the same view of the customer (reduces confusion). Help to identify potential problems quickly, before they occur. Provide a user-friendly mechanism for registering customer complaints (complaints that are not registered with the company cannot be resolved, and are a major source of customer dissatisfaction). Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction). Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction). Use internet cookies to track customer interests and personalize product offerings accordingly. Use the Internet to engage in collaborative customization or real-time customization. Provide a fast mechanism for managing and scheduling maintenance, repair, and ongoing support (improve efficiency and effectiveness). The CRM program can be integrated into other cross-functional systems and thereby provide accounting and production information to customers when they want it.

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Key CRM principles

Differentiate Customers All customers are not equal; recognize and reward best customers disproportionately. Understanding each customer becomes particularly important. And the same customers reaction to a cellular company operator may be quite different as compared to a car dealer. Besides for the same product or the service not all customers can be treated alike and CRM needs to differentiate between a high value customer and a low value customer. What CRM needs to understand while differentiating customers is: Sensitivities, Tastes, Preferences and Personalities Lifestyle and age Culture Background and education Physical and psychological characteristics

Differentiating Offerings Low value customer requiring high value customer offerings. Low value customer with potential to become high value in near future. High value customer requiring high value service. High value customer requiring low value service.

Keeping Existing Customers Grading customers from very satisfied to very disappointed should help the organisation in improving its customer satisfaction levels and scores. As the satisfaction level for each customer improves, so shall the customer retention with the organisation.

Maximizing Life time value Exploit up-selling and cross-selling potential. By identifying life stage and life event trigger points by customer, marketers can maximize share of purchase potential. Thus the single adults shall require a new car stereo and as he grows into a married couple his needs grow into appliances. Increase Loyalty Loyal customers are more profitable. Any company will like its mindshare status to improve from being a suspect to being an advocate. Company has to invest in terms of its product and service offerings to its customers. It has to innovate and meet the very needs of its clients/ customers so that they remain as advocates on the loyalty curve. Referral sales invariably are low cost high margin sales.

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Summarizing CRM activities

The CRM cycle can be briefly described as follows: 1. 2. 3. 4. 5. 6. Learning from customers and prospects, (having in depth knowledge of customer) Creating value for customers and prospects Creating loyalty Acquiring new customers Creating profits Acquiring new customers

Why CRM is necessary? Several companies are turning to customer-relationship management systems and strategies to gain a better understanding of their customer's wants and needs. Used in association with data warehousing, data mining, call centers and other intelligence-based applications, CRM "allows companies to gather and access information about customers' buying histories, preferences, complaints, and other data so they can better anticipate what customers will want. The goal is to instill greater customer loyalty." Other benefits includes:

Faster response to customer inquiries. Increased efficiency through automation. Deeper understanding of customers. Increased marketing and selling opportunities. Identifying the most profitable customers. Receiving customer feedback that leads to new and improved products or services

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Benefits of CRM Implementing a customer relationship management (CRM) solution might involve considerable time and expense. However, there are many potential benefits. A major benefit can be the development of better relations with your existing customers, which can lead to:

increased sales through better timing due to anticipating needs based on historic trends identifying needs more effectively by understanding specific customer requirements cross-selling of other products by highlighting and suggesting alternatives or enhancements effective targeted marketing communications aimed specifically at customer needs a more personal approach and the development of new or improved products and services in order to win more business in the future

enhanced customer satisfaction and retention, ensuring that your good reputation in the marketplace continues to grow

increased value from your existing customers and reduced cost associated with supporting and servicing them, increasing your overall efficiency and reducing total cost of sales

Once your business starts to look after its existing customers effectively, efforts can be concentrated on finding new customers and expanding your market. The more you know about your customers, the easier it is to identify new prospects and increase your customer base. Even with years of accumulated knowledge, there's always room for improvement. Customer needs change over time, and technology can make it easier to find out more about customers and ensure that everyone in an organisation can exploit this information.

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CRM Programs
One-to-one Marketing Meeting and satisfying each customers need uniquely and individually. In the mass markets individualized information on customers is now possible at low costs due to the rapid development in the information technology and due to availability of scalable data warehouses and data mining products. By using online information and databases on individual customer interactions, marketers aim to fulfill the unique needs of each mass-market customer. Information on individual customers is utilized to develop frequency marketing, interactive marketing, and after marketing programs in order to develop relationship with high-yielding customers. In the context of business-to-business markets, individual marketing has been in place of quite some time. Known as Key Account Management Program, here marketers appoint customer teams to husband the company resources according to individual customer needs.

Continuity Marketing Programs Take the shape of membership and loyalty card programs where customers are often rewarded for their member and loyalty relationships with the marketers. The basic premise of continuity marketing programs is to retain customers and increase loyalty through long-term special services that has a potential to increase mutual value through learning about each other.

Partnering Programs The third type of CRM programs is partnering relationships between customer and marketers to serve end user needs. In the mass markets, two types of partnering programs are most common: co-branding and affinity partnering. Missing process of CRM Traditionally customer relationship management (CRM) revolves around the three functions of selling, marketing and support. Various process models have been built around how these functions are integrated and operated in a customer oriented enterprise. There is however a fourth critical function that is lacking in most CRM models.

The fourth function that often is the source of a competitive edge is that of innovation. Companies must continually reinvent themselves to deliver an improved and often a totally new value offering to their customer base. CRM must provide the customer intelligence that feeds

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information back into the enterprises knowledge management processes where it can trigger new innovation processes. When CRM is integrated into the innovation process, significant value can be derived from faster time to market cycle times and with new processes and services.

Marketing automation must ensure that the innovation processes are actually market driven. A market driven innovation process must include both strategies that are focused on satisfying customer requirements as well as strategies focused at redefining customer requirements. Sales automation should be integrated with the innovation process by ensuring that all sales channels are prepared and ready to take new processes and services to market before competitive forces can react. Customer service automation must be designed to empower the customer with the option of assisting with the design of the value offering. Redefining CRM around innovation, sales, marketing and service can identify new competitive opportunities for an enterprise.

The remaining question is whether companies are prepared to take the initiative and expand the definition of customer relationship management to include the process of innovation. The pressure to deliver results within the traditional definition of CRM already overwhelms companies. The dialog must start rather earlier than later because the competitive window of traditional CRM is decreasing and customer demands for a more innovative and responsive enterprise will increase

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Architecture of CRM
There are three parts of application architecture of CRM:

Operational - automation to the basic business processes (marketing, sales, service) Analytical - support to analyze customer behavior, implements business intelligence alike technology Collaborative - ensures the contact with customers (phone, email, fax, web, sms, post, in person)

Operational CRM Operational CRM means supporting the "front office" business processes, which include customer contact (sales, marketing and service). Tasks resulting from these processes are forwarded to resources responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference. Operational CRM provides the following benefits:

Delivers personalized and efficient marketing, sales, and service through multi-channel collaboration. Enables a 360-degree view of your customer while you are interacting with them. Sales people and service engineers can access complete history of all customer interaction with your company, regardless of the touch point.

The operational part of CRM typically involves three general areas of business: Sales force automation (SFA) SFA automates some of the company's critical sales and sales force management functions, for example, lead/account management, contact management, quote management, forecasting, sales administration, keeping track of customer preferences, buying habits, and demographics, as well as performance management. SFA tools are designed to improve field sales productivity. Key infrastructure requirements of SFA are mobile synchronization and integrated product configuration.

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 Customer service and support (CSS) CSS automates some service requests, complaints, product returns, and information requests. Traditional internal help desk and traditional inbound call-center support for customer inquiries are now evolved into the "customer interaction center" (CIC), using multiple channels (Web, phone/fax, face-to-face, kiosk, etc). Key infrastructure requirements of CSS include computer telephony integration (CTI) which provides high volume processing capability, and reliability.

Enterprise marketing automation (EMA) EMA provides information about the business environment, including competitors, industry trends, and macro-environmental variables. It is the execution side of campaign and lead management. The intent of EMA applications is to improve marketing campaign efficiencies. Functions include demographic analysis, variable segmentation, and predictive modeling occurs on the analytical (Business Intelligence) side. Integrated CRM software is often also known as "front office solutions." This is because they deal directly with the customer. Many call centers use CRM software to store all of their customer's details. When a customer calls, the system can be used to retrieve and store information relevant to the customer. By serving the customer quickly and efficiently, and also keeping all information of a customer in one place, a company aims to make cost savings, and also encourage new customers. CRM solutions can also be used to allow customers to perform their own service via a variety of communication channels. For example, you might be able to check your bank balance via your WAP phone without ever having to talk to a person, saving money for the company, and saving your time.

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Analytical CRM

In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship. Customer analysis typically can lead to targeted campaigns to increase share of customer's wallet. Examples of Campaigns directed towards customers are:

Acquisition: Cross-sell, up-sell Retention: Retaining customers who leave due to maturity or attrition. Information: Providing timely and regular information to customers. Modification: Altering details of the transactional nature of the customers' relationship.

Analysis typically covers but is not limited to:

Decision support: Dashboards, reporting, metrics, performance etc. Predictive modeling of customer attributes Strategy and research.

Analysis of Customer data may relate to one or more of the following analyses:

Contact channel optimization Contact Optimization Customer Acquisition / Reactivation / Retention Customer Segmentation Customer Satisfaction Measurement / Increase Sales Coverage Optimization Fraud Detection and analysis Financial Forecasts Pricing Optimization Product Development Program Evaluation Risk Assessment and Management
Data collection and analysis is viewed as a continuing and iterative process. Ideally, business decisions are refined over time, based on feedback from earlier analysis and decisions. Therefore, most successful analytical CRM projects take advantage of a data warehouse to provide suitable data.

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Collaborative CRM Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and supports co-ordination of employee teams and channels. It is a solution that brings people, processes and data together so companies can better serve and retain their customers. The data/activities can be structured, unstructured, conversational and/or transactional in nature. Collaborative CRM provides the following benefits:

Enables efficient productive customer interactions across all communications channels Enables web collaboration to reduce customer service costs Integrates call centers enabling multi-channel personal customer interaction Integrates view of the customer while interaction at the transaction level

The CEM Framework

"Customer Experience Management" offers the following five step framework that should help managers understand and manage the "customer experience": Step 1: Analyzing the Experiential world of the customer

analyze socio-cultural context of the customer (needs/wants/lifestyle) analyze business concept (requirements/solutions)

Step 2: Building the Experiential platform

connection between strategy and implementation specifies the value that the customer can expect from the product.

Whereas steps 1 (Analysis) and 2 (Strategy) form the basis for CEM, steps 3, 4, and 5 are focusing on Implementation.

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Step 3: Designing the Brand experience

experiential features, product aesthetics, look and feel, e.g. logos

Step 4: Structuring the Customer interface

all sorts of dynamic exchanges and contract points with customers intangible elements (i.e. value, attitude, behaviour)

Step 5: Engaging in Continuous Experiential innovation

anything that improves end customers' personal lives and business customers' working lives

And finally, to bring all pieces together, a holistic approach is required that provides a linkage between the different steps and connects them with the organization.

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Chapter III

COLLECTION OF DATA

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ACTIVITIES TO MAINTAIN RELATION WITH CUSTOMER IN AIRTEL

Airtel started its CRM programs in May2002. 1.

objectives of CRM are as follows:

Personalized and customized service.

2. Regular updates. 3. Track of regular interactions. The major CRM strategy is increased customers through increased Customer Satisfaction. The company is making use of e-CRM for customer satisfaction. A special database of customers is maintained and this database is updated weekly. The customers are divided into different segments on the basis of the amount of billing received from them. The four categories of customers are: Corporate-These include the top 200 corporate, which form about 40% of the segment of the client base. Enterprise- These are the customers from the enterprise. VIPs- These include the top-notch people, the ministers, actors and other famous people. Club- These include all the general customers other than those included in the corporate and the High profile customers with whom around 60% of the business is Done.

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 The customer care cell has been divided into four departments: 1. Hotline- This department handles the start-up customers. 2. Care Touch- This department takes care of the Corporates and Executive Class for maintaining Customer Relationships. 3. Retention- This department takes care of the churn andtakes special care to retain the existing customers. 4. Outbound- This department takes care of the back-end processing.

CRM is implemented through the customer Care Executives. There are around 100 Customer Care Executives at Airtel. The effectiveness of CRM is measured through CSMM (Customer Satisfaction Management and Measurement), an external research agency, IMRB has been given the task of doing this.

Special Loyalty Programs and incentive schemes are designed for the privileged and the regular customers. Initially these programs were for the Upper Base of Customers, Usually the ones from whom the billing was of more than Rs. 1500 but now these are for all the customers. One of the recent CRM programs include Rewarding Relationships.

There is a special complaint handling system, The Customer Help and the response time for handling these complaints varies depending on the nature of the complaint. The maximum time that can be spent on handling a complaint is 10 days.

Regular suggestions and feedback is incorporated in their service offering. The people from the Retention Department call up the customers from time to time to find out their view points.

A special Training is given to the employees at the time of induction. Also a 4-5 Day training is given to these people on using the e-CRM systems.

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A Three Step Program changed is for Bharti Airtel and made them what they are today.

Step1: Technology evaluation and Gap analysis In the first step of implementation, capabilities of all the existing technologies of Airtel were evaluated and Gap analysis was done to find out the difference between current and required technology levels. The technologies which were required were listed down and their prospective cost of implementation was calculated.

Step2: Internal restructuring and Re- engineering In the second phase of implementation, Airtel redesigned all the existing modules of for each process, which were earlier process focused to new modules which are now customer focused. These new modules helped them to recognize their customer needs more accurately and provide them with the desired benefits.

Step3: Pilot program and Feedback cycle In the last and final phase of implementation when all the modules were redesigned, a pilot program was launched and feedback was taken from the users of the pilot program.

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SERVICES PROVIDED BY AIRTEL TO MAINTAIN BETTER RELATION WITH THEIR CUSTOMER

CALL CENTERS-

Airtel opened thousands of call centers to solve the problem of their customer at 24 hour basis. In call centers many persons are sitting together having specialization in different fields so the problem of the customer can be solved in right way and on time.

ONE TO ONE MARKETING- Airtel designed their product and services according to
the need of different users so demand of individual can be fulfilled.

OLD SCHOOL-

Airtel runs a program to re open and better running of the old schools. To

provide better education to peoples.

ORDER PROCESSINGsatisfied with on time delivery. BILLING- online billing

on time order are fulfilled without any delay so customer got

is the instrument used by airtel to reduce the burden of customer of going to the office of airtel to pay the bill now bill are paid online from mobile or computer.

OFFERS-It provide various offers to their customer time to time . ECONOMY CARDS-Airtel provides economy calling card so the customer can get the recharge according to their need.
keep record of their customers and provide various services according to them to create loyalty in them.

CUSTOMER RECORD-Airtel

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TABULAR PRESENTATION OF DATA

Prompt Services RESPONSE DISAGREE AGREE CAN NOT SAY STRONGLY AGREE PERSON 5 30 5 10

Employees willingness to help

RESPONSE DISAGREE AGREE CAN NOT SAY STRONGLY AGREE

PERSON 6 25 4 15

Immediate handling of queries and complaints RESPONSE DISAGREE AGREE CAN NOT SAY STRONGLY AGREE PERSON 5 9 6 30

On time services RESPONSE DISAGREE CAN NOT SAY AGREE PERSON 5 6 39

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Keeping customers informed RESPONSE AGREE STRONGLY AGREE PERSON 25 25

Companys interests in solving problem RESPONSE AGREE STRONGLY AGREE Individual attention RESPONSE STRONGLY AGREE CAN NOT SAY AGREE PERSON 15 25 10 PERSON 15 35

Flexibility in services RESPONSE DISAGREE AGREE CAN NOT SAY STRONGLY AGREE Interactivity of Airtels website RESPONSE STRONGLY AGREE CAN NOT SAY AGREE PERSON 12 28 10 PERSON 6 18 6 20

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Latest technology RESPONSE DISAGREE AGREE CAN NOT SAY STRONGLY AGREE PERSON 2 9 8 31

Courteous employees RESPONSE DISAGREE AGREE CAN NOT SAY STRONGLY AGREE

PERSON 4 8 9 29

Knowledgeable employees RESPONSE STRONGLY AGREE DISAGREE AGREE PERSON 16 4 30

Confidentiality and privacy RESPONSE STRONGLY AGREE CAN NOT SAY AGREE PERSONS 28 2 20

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SATISFIED WITH THE PRODUCT AND SERVICES RESPONSE YES NO PERSONS 40 10

Switching to other cellular services RESPONSE YES NO PERSONS 45 5

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Billing

Call Center

VAS

Communication

Hiring

Advertising

15

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CHAPTER- I V

ANALYSIS AND INTERPRETATION

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Q1. Airtel gives you prompt services?

Can not say Disagree 10% 10%

Strongly agree 20%

agree 60%

Analysis: On the basis of the responses obtained from the people it was found that 60% of the respondents agree that Airtel gives prompt services and 20% strongly agree on this point thus indicating that in terms of service delivery, Airtel has a high rating. There are some people i.e only 10% who disagree on this and 10% responded by not saying anything on this aspect.

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Q2. Employees at Airtel are always willing to help you.

Disagree 12% strongly agree 30%

can not say 8%

agree 50%

Analysis: 50% of the respondents agree that Employees at Airtel are always willing to help the customers and 30% strongly agree to this point.Only a 12% of respondents disagree on this point and 8% people did no want to say anything on this particular aspect. Thus, we can say that the employees at Airtel are willing to help the people indicating the responsiveness of the company

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Q3. Your queries and complaints are handled immediately by the Customer Care Department.

Column1
disagree 10% can not say 12% strongly agree 60%

agree 18%

Analysis: About 18% of the respondents agree that the customer care department handles their complaints immediately. 60% of the people strongly agree on this point. 12% of the respondents cant say anything on this aspect as they did not feel the need to complainant only 10% of the respondents disagree on this point, probably due to some kind of delay in their complaint being handled. Thus we can say that Airtel people are responsive enough and make attempts to handle the complaints on time.

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Q4. Airtel provides its services at the time it promises to do

disagree 10% can not say 12%

agree 78%

a Analysis: About 78% of the respondents feel that Airtel delivers the services at the time it promises to do so. Around 10% of them disagree on this particular aspect and only a 12% were not sure as to what could be said abut this. Thus, we can say that Airtel is a reliable service provider and provides the services at the time it promises to do so.

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Q5. Airtel keeps its customers informed about all its services and how they will be delivered

strongly agree 50%

agree 50%

Analysis: On the basis of the responses received, it was found that 50% of the people strongly agree that Airtel keeps its customers well informed about the services it offers and 50% of the people agree to this point. There were no respondents who disagree on this aspect. Most of the people feel that Airtel has very good advertising and also Airtel makes people aware of all its services from time to time by means of giving them regular calls also.

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

agree 30%

strongly agree 70%

Analysis: On the basis of the responses, it was found that 30% of the respondents agree that the company shows a sincere interest in solving their problems and 70% strongly agree to this point. There were no respondents to disagree on this aspect thus indicating that the company is highly responsive and empathetic towards its customers.

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Q.7 Airtel gives you individual attention.

strongly agree 20%

can not say 50% agree 30%

Analysis: On being asked about whether the company gives individual attention to its customers, we see that about 50% of the people were not in a position to say anything on this particular aspect. 30% of the people agree to this point and 20% strong agree. Thus, we can say that most of the people either did not feel the need for individual attention or are not aware of it. But, nobody wanted to disagree on this aspect.

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Q 8. The employees at Airtel understand your individual needs and offer flexibility in the services as per your requirements.

can not say 12%

strongly agree 40% agree 36% disagree 12%

Analysis: The results here show that 36% of the respondents agree that the company offers flexibility in their services as per individual needs and 40% strongly agree on this point.12% of the people cant say anything on this and 12% of the people disagree with this statement. Thus, we can say that most of the people feel that there is flexibility in service as per individual needs.

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Q9. The web site of Airtel is interactive and user-friendly

strongly agree 24%

can not say 56% agree 20%

Analysis: Around 56% of the people did not feel the need to visit the website of Airtel so they could not say any thing about how interactive it was. There were 20 % respondents who felt agreed to it and 24% who strongly agree with this.

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

dissagree 4%

can not say 18%

strongly agree 62%

agree 16%

Analysis: On asking about the opinion of the people in terms of the technology being used by Airtel 18% of the people did not want to comment on the technology aspect. 16% of the people agreed that Airtel uses the latest technology and 62% of them strongly agreed on this aspect. Only a small 4% of people disagreed, probably because they feel Airtel should be using some other technology.

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

Sales
disagree 8%

can not say 18%

agree 16% strongly agree 58%

Analysis: 16% of the respondents agree to the statement that the employees at Airtel are courteous and 58% of them strongly agree to it. 18% of the respondents did not say anything about this whereas a 8% of the people disagree with it. The reason could be some kind of bad experiences that they had with the employees.

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

disagree 8%

strongly agree 32%

agree 60%

Analysis: Talking about the knowledge of the employees in handling customer queries, we can say that most of the people agree that Airtel has the employees who are trained well to answer the queries of the customers. 60% of the respondents agree to this and 32% strongly agree with this. A very few people disagree with this statement. The reasons for this could vary from individual to individual. Thus, overall we have the expression that the employees are good and knowledgeable also.

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Q13. Airtel takes care of the confidentiality and the privacy of its customers.

can not say 4%

agree 40% strongly agree 56%

Analysis: Most of the respondents agreed on the aspect that the confidentiality and privacy of the customers is maintained. The 40 percentage of the people who agree to this was as high as 56% strongly agree to this point and only 4% of the people disagree with it. Thus, we can say that the company is responsive enough and we can rely on it.

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Q 14. Do you satisfied with the product and services of airtel?

no 20%

yes 80%

80% people are satisfied with the product and services and 20% are disagree.

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

no 10%

yes 90%

Analysis: Most of the respondents were happy with the services being provided by Airtel and were not interested in switching over to some other service provider.90% of the people wanted to continue availing the service of Airtel and only 10 % of the people wanted to switch over to some other service providers. The reasons for this varied from cheaper air fares to better connectivity etc.

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CHAPTER-

CONCLUSION

65

Conclusion
CRM is basically the collection and distribution of all data to all areas of business. The data can then help market the company, help up sell to existing customer, understand customers better so that customers can be given better service and allows them to interact with the company by whatever means they wish. Customer Relationships are achieved by the whole company working together to give customers what they really want. CRM is a business strategy to create and sustain long-term, profitable customer relationships. Successful CRM initiatives start with a business philosophy that aligns company activities around customer needs. Only then can CRM technology be used as it should be usedas a critical enabling tool of the processes required to turn strategy into business results. CRM is now an integral part of the business vision/strategic roadmap of companies in virtually every industry domain and feeder-linked sectors. It is the various stages that lead to better understanding of all aspects of customer behavior; interface points, transactional issues and intangible benefits proffered that helps a company differentiate itself from others in terms of leadership and market dominance in a particular space. The We Care principle has to be embedded in the very vitals of the organization for long-term benefits to accrue and for delighted customers to keep coming back. Clearly, it is a matter of being in synch with customers changing needs that shapes business success stories. Companies that continuously align and re-align their brands, products and services have a better chance of understanding their present as well as future consumers. Total customer orientation centered on customer understanding is bound to provide long-term customer value and by inference superior company and shareholders value in terms of sustainable growth and profits. Customer Relationship Management is a prerequisite for maneuver strategy as it provides customer information proactively for making swift moves. When there is a strong info-structure available for the firm through greater access of customer information that can be manipulated with changing time and market dynamics, it allows the marketer to make calculated judgments as

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to where and when to move. Tools of customer relationship management like data warehousing help in realizing optimal results when the manager understands the strategic paradox. Customer Relationship Management helps in developing the most important competitive advantage in the form making the desired consumer information available at the fingertips of the decision makers for taking optimum decisions. The initiatives taken by Airtel in CRM have helped Airtel to achieve a great amount of success. On measuring the effectiveness of the services provided by Airtel in terms of responsiveness, reliability, empathy, assurance and tangibles it was found that the overall perception about its service quality is quiet high. Born a leader, the first cellular service in Delhi, AirTel has maintained leadership through constant innovations, which have redefined standards of cellular services in India. Airtel being the first to introduce a wide array of value added services like Smart mail, Fax facility, Call Hold, Call waiting, Web message, Information services etc. to enhance the convenience of its subscribers, has been able to achieve the title of best cellular service provider for five consecutive years.

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CHAPTER-

VI

SUGGESTIONS & RECOMMENDATION

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SUGGESTIONS
1. The call centre should be more equipped to divulge more information. 2. Increase in advertisement to compete against Vodafone. 3. Should change their strategies time to time. 4. Regular check of customer needs are necessary to fulfill their demand by satisfy them.

Recommendations
This is recommended to the company to have total quality management program to improve the overall process and product and cost can also be minimized. So the customer needs are fulfilled at reasonable cost. It is advised to the company to open some more customer care cell because customer of airtel increased day by day.

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BIBLIOGRAPHY

70

BIBLIOGRAPHY
WEBSITES. 1. www.scribd.com 2. www.sherkhan.com 3. www.airtel.com

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ANNEXURE

72

QUESTIONNAIRE

1. NAME 2. ADDRESS .... 3. AGE 4. Airtel gives you prompt services?

Disagree Cant Say Agree Strongly Agree ( ) ( ) ( ) ( )

5. Employees at Airtel are always willing to help you

Disagree Cant Say Agree Strongly Agree ( ( ( ( ) ) ) )

6.Your queries and complaints are handled immediately by the Customer Care Department
Disagree Cant Say Agree Strongly Agree ( ) ( ) ( ) ( )

7. Airtel provides its services atthe time it promises to do so.

Disagree Cant Say Agree ( ) ( ) ( )

8. Airtel keeps its customersinformed about all its services and how they will be delivered
Agree Strongly Agree ( ) ( )

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9. When you have a problem, the company shows a sincere interest in solving it.
Agree Strongly Agree ( ) ( )

10. Airtel gives you individual attention.

Cant Say Agree Strongly Agree ( ) ( ) ( )

11. The employees at Airtel understand your individual needs and offer flexibility in their services as per your requirements.
Disagree Cant Say Agree Strongly Agree ( ) ( ) ( ) ( )

12. The Web-Site of Airtel is interactive and user-friendly.

Cant Say Agree Strongly Agree ( ) ( ) ( )

13. Airtel uses the latest technology in its services.

Disagree Cant Say Agree Strongly Agree ( ) ( ) ( ) ( )

14. You feel that the employees at Airtel are Courteous with you.
Disagree Cant Say Agree Strongly Agree ( ( ( ( ) ) ) )

15. Employees at Airtel have the knowledge to answer your questions

Disagree Agree Strongly Agree ( ) ( ) ( )

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16. Airtel takes care of the confidentiality and the privacy of its customers
Cant Say Agree Strongly Agree 17. Do you Yes No 18. If ( ) ( ) ( )

satisfied with the product and services of airtel ?

( ) ( )

given a choice, would you like to switch over to some other cellular service.
Yes No ( ) ( )

THANK YOU

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