PROJECT REPORT

ON

EFFECTIVENESS OF CUSTOMER
RELATIONSHIP MANAGEMENT AT
AIRTEL

Declaration
I hereby declare that the project report Effectiveness Of CRM at Airtel is an original
work done by me.

Table of Contents:
Declaration
List of Figures
Executive Summary
Chapter 1: Introduction
- Rationale of the Study
- Objectives
- Research Methodology
- Data Collection Procedure
Chapter 2: Theoretical Framework
- Origin of CRM
- CRM Defined
- Evolution of Relationship Marketing
- Zone of Customers
- Benefits of CRM
- CRM Strategies
- The Role of Information Technology in CRM
- Developing Appropriate Metrics

- CRM Documentation Issues

- Elements for Success of CRM
- Benefits of a Well Defined CRM Infrastructure
- Relationship Marketing and Customer Lifetime Value for Cellulars
- Scope of CRM
Chapter 3: About Airtel
- Company Profile
- Awards
- Vision
- Mission
- Bharti Values
- Airtel Quality Statement
- Recent Achievements
Chapter 4: CRM at Airtel
- Analysis and Findings from the Customer Care Department
- Analysis of Customer Surveys
Conclusion
Limitations
Bibliography

Annexure
- Airtel Connects
- Questionnaire 1
- Questionnaire 2

LIST OF FIGURES
Figure 1: Evolution of Relationship Marketing
Figure 2: Selling
Figure 3: Relationship Marketing
Figure 4: Elements of CRM
Figure 5: Prompt Services
Figure 6: Employees willingness to help
Figure 7: Immediate Handling of Queries and Complaints
Figure 8: On time Services
Figure 9: Keeping Customers Informed
Figure10: Company's Interest in solving problems
Figure11: Individual Attention
Figure 12: Flexibility In services
Figure 13: Interactivity of Airtel Websites
Figure 14: Latest Technology
Figure 15: Courteous Employees
Figure 16: Knowledgeable employees
Figure 17: Confidentiality and Privacy
Figure 18: Service Quality of Airtel
Figure 19: Service Quality of Hutch
Figure 20: Services Quality of Idea
Figure 21: Services Quality of MTNL
Figure 22: Rating of Airtel Services
Figure 23: Switching to Other Cellular Services
6

EXECUTIVE SUMMARY
The project study is on Measuring the Effectiveness Of CRM at Airtel. The project aims at
understanding the CRM implementation at Airtel and its impact on the perception of
Airtel Cellular Services.

The initial part of the projects explains the origin of CRM, the importance of Relationship
Marketing and the challenges being faced by marketers in implementing CRM.

The following chapters give a brief about Airtels Company Profile, Its History and Present.
This is further followed by the initiatives taken by Airtel towards Relationship Marketing
and the functioning of Customer Care Division Of Airtel in its endeavors to generate
Customer satisfaction and loyalty.

Further the finding and analysis give us a view on Customers perception of Airtels
Services.

CHAPTER 1
INTRODUCTION
1.1 RATIONALE OF THE STUDY

Relationships have proved to be the central element in the success of business since time
immemorial. They are the invisible threads, which bind all business associates. To remain
competitive and to carve a niche in a global market, it has become imperative to manage
customers effectively. Organizations have realized the lifetime value of a customer. CRM
has once again acquired the highest place in every strategists priority list. Organizations are
redesigning their strategies and sharpening their focus on Customer Relationship
Management for achieving sustainable competitive advantage. Sophisticated toolkits,
involving latest technology inputs, are being used to implement CRM programmes without
proper knowledge of their impact on customers. The biggest Challenge faced by marketers
is to know the effectiveness of their CRM programs. Keeping in view the requirements of
marketers, it becomes essential to identify the determinants of CRM effectiveness. We see a
great usage of CRM in the service industry, especially in the cellular services where each
service provider is trying to have an edge over the other by means of enhancing customer
satisfaction.

1.2 OBJECTIVES

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

To study the impact of CRM on Airtel.

1.3 RESEARCH METHODOLOGY

The method used for data collection is Survey Research, which is Exploratory in nature.
1.4 DATA COLLECTION PROCEDURE:
Sampling Method

Universe: Airtel Users In Delhi

Sampling Unit: Personnel from the Customer Care Division were interviewed and
questionnaires were used to get information from them and also from the people
availing Airtel services.
Size Of Sample: 100 (50 Corporate Users and 50 regular users)

Basis of Sampling: Convenient Sampling and judgmental sampling

Data sources:

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

Interview Schedule

Structured Questionnaires

Secondary Data: Relevant data collected from:

a.

Journals and Business Magazines.

b.

Text books

c.

World Wide Web

d.

Company Brochures, pamphlets etc.

10

CHAPTER 2
THEORETICAL FRAMEWORK
Customer Relationship Management (CRM) is the guiding principle of analytics
today
But Technical Systems Still Lack the Ability to Manage CRM
2.1 ORIGIN OF CRM:
Relationships are the essence of life. It is difficult to think about any society or
organization to survive without relationships. They are the invisible threads, which
build a unique bond between individuals and organizations. On the one hand these
bonds may be as strong as iron pillars lasting for lifetime, whereas on the other hand
they are as delicate as feather which may be broken within no time. Managing
relationships is a very difficult and complex phenomenon. Organizations are realizing
the importance of the vital role played by relationships in achieving and maintaining the
cutting edge at the marketplace.
Long ago Peter F.Drucker had advocated that the purpose of any business is to create
customers. It is the customer, which gives an opportunity to the organization to serve
him or her. The success of any organization primarily depends upon the sustaining the
customer advantage that is retaining the customers for lifetime. Growing complexities
and uncertainties at the market place along with intensifying global competition are
forcing the business organization to invest in building customer relationships. New and

11

sophisticated marketing tool kits are being designed to attract, satisfy and retain
customers for achieving sustainable competitive advantage.
CRM has recently emerged as a strategic solution to modern business problems. It has
its roots in the age old business philosophy which recognizes that all business activities
must revolve around customers.
The term CRM was first coined in the early eighties by academics at various business
schools. One of the first on the scene was Dr. Jagdish Sheth who was at the Goizeta
Business School at Emory University in Atlanta.
CRM: Customer relationship management as coined by the Gartner Group, it
compasses sales, marketing, customer service, and support applications.
While the CRM term is fairly recent, it grew from a combination of terms like Help
Desk, Customer Support, ERP, Data mining. It evolved because none of the previous
terms could cover the topic well enough and because some of the terms (ERP) have
grown to be met with a great deal of distaste in the mouths of the business world.
2.2 CRM DEFINED:
Customer Relationship Management (CRM) is the strategic application of people,
processes, and technology in an organization-wide focus on improving the profitability
of customer relationships - DM Martin and AM Peel, The Pace Setter Group, 2001
The infrastructure that enables the delineation of and increase in customer value, and
the correct means to motivate valuable customers to remain loyal, to buy back again. Jill Dyche, The CRM Handbook, 2000

12

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

response to, and in anticipation of, actual customer behavior. From a technology
perspective, CRM represents the systems and infrastructure required capturing,
analyzing and sharing all facets of the customers relationship with the enterprise. From
a customer care perspective, it represents a process to measure and allocate
organizational resources to those activities that have the greatest return and impact on
profitable customer relationships.
2.3 EVOLUTION OF RELATIONSHIP MARKETING
Competition
Forces

PRODUCT
FOCUS

Sharper
Marketing

CUSTOMER
FOCUS

Recognition that database and

FULL CUSTOMER
FOCUS

Contact lack coordination

Database integrated
internally and externally

FULL
RELATIONSHIP
MARKETING

Enterprise boundaries
blur, New digital
products and Services
emerge

Figure 1. Evolution of Relationship Marketing

13

ENTERPRISE
RELATIONSHIP
MARKETING

Stage 1: Product Focus

In the early stages of the cycle, the leading supplier has the products or services that are
significantly better than those of its competitors. Customers are happy enough to obtain
them. It gains share and profitability. No matter how the other companies try to
compensate for the product or service weakness by relationship management, they will
lose.
Stage 2: Customer Focus
The high profits earned now attract competition, so several other companies begin
offering a similar product or service. Competition intensifies in the areas of features and
price. Companies try to maintain differentiation through the feature mix and through
branding. In consumer markets advertising expenditure increases dramatically.
Stage 3: Full Customer Focus
Initially, customer service focuses on the aspects such as product maintenance or
customer training. Eventually it moves to the areas of customer care. Here the aim is to
ensure that the benefits from the product or service are delivered reliably from the first
point of contact. This is not quite customer relationship marketing, since the customer
may still be approached by the same organization in a different guise with an attempt to
sell the same product.
Stage 4: Full Relationship Marketing
After branding and customer service the suppliers must aim to manage all aspects of
their relationship with customers in a coordinated way. It is now important to recognize
that the diversity in relationships with the customer must be given due importance.

14

Stage 5: Enterprise Relationship Management

The relationship marketing approach now has to permeate everything the enterprise
does. Observing customers closely, working directly with them to address their needs
and requirements.
From Selling to Relationship Marketing
Conventionally, the supplier/buyer interface tends to be fairly limited with the one real
contact on a continuous basis between sales person and person responsible for
purchasing within the customers business. It is an interface between where both parties
seek to maximize the outcome in their favour, and rarely results in a win-win situation.
This type of relationship is given in the figure below. There is a single point of contact
as two triangles that only connect to a single point. It is a relationship that is easy for
competitors to break because it tends to be based on cost rather than business
development.

15

&

Marketing
Logistics

Operations

Supplier

Customer

Information
Systems

Information
Systems

Figure 2: Selling
The alternative approach is shown in the following figure where there are multiple
points of contact between corresponding functions and processes within the buying and
selling companies.

16

R&D

Marketing

Logistics

Operations

Information Information
Systems
Systems

Supplier

Customer

Figure 3. Relationship Management

The job of a relationship manager is to coordinate those multiple contacts and to seek
new ways in which further customer value can be created.

17

Customers can be divided into three zones:

1.

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

level of satisfaction.
2.

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

of satisfaction and loyalty towards the company.

3.

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

CRM focuses on bringing customers from level 1 to level 3 and retaining apostle
customers.
Customers demands for customization are increasing with every passing day. This has
made companies shift their focus from mass production to mass customization. The
present scenario of customers using poorly implemented multi channel strategies for
living upto the expectations of customers is bringing both customer satisfaction and
customer loyalty down the ladder.
2.4 THE BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
A recent article by the Harvard Business Review reported that increasing customer
retention rates by 5% increased profits by 25% to 95%! In fact, it determined that
customer retention is the key to increasing profits. The article continued by stating that
quality customer support is one of five primary determinants of loyalty. The number
one reason why customers defect is the perception of poor service.
Customer Relationship Management is, however, even broader in scope than improving
customer service: CRM is also about increasing revenue. In years past, businesses were

18

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

were mainly about the bottom line, cutting costs by improving the flow of data and
interaction between business and customer. But understanding how technology can
increase revenues through better customer interaction is far more difficult.
Effective CRM enables sales reps, service reps, and administrative staff and often,
accounting and executive personnel, to do their job better, faster, and with less wasted
paper and time. Prospects can be followed up quickly, and sales reps have instant access
to the exact data needed for effective closing. Marketing can be analyzed for
workability and improved to create the highest return possible on the marketing dollar.
In service, customers can be handled rapidly, and the exact nature of a problem can be
quickly located and handled.
The right CRM solution enables data to flow easily and quickly within an organization,
and in most cases includes the entire organization. The net result is higher sales, happier
customers and a much-improved bottom line. The reduction in costs due to improved
personnel productivity, better sales follow up, improved marketing and service, and an
overall impressive growth in general organizational efficiency sometimes produces
almost immediate economic benefits.
The figures that corporations report of increased profits due to successful CRM
implementations range from 25% to 95%, attributable in many cases to less wasted time
and double work, and better organized schedules and data flows from staff in every
division of the company.
CRM and Executive Management

19

Managing the customer relationship enables a business to identify the right customers,
target them with the right offers at the right time, and deliver that information using the
right channel; for instance, via an email campaign, direct mail, phone calls, trade
shows, etc. CRM software enables a business to retain valuable information and then
use that information to increase sales, handle specific customer service issues, and
create databases of information that reflect the specific consumer traits of its public.
Many people assume CRM is all about technology. That's only part of the story: CRM
is also about the data an organization has and the wealth of information in that data, and
how an organization's people process and leverage that data. While it is true that certain
basic formulas exist for successful sales and marketing, nevertheless, the variance
between different business models can vary hugely. A guitar manufacturer and a copier
manufacturer do, indeed, share many management points in common, but the sales
cycle, the service cycle, and the customer relationships of each are quite varied.
Forethought needs be given to setting up the system in a logical and consistent method,
enabling an organizational entity to weave its own business plan into the framework of
the software application. In this way the management of the company directs the
application to do its bidding, although the application must be flexible enough to enable
it.
CRM, Sales and Marketing
The phrase, "know your customer, help your business," certainly applies to marketing
and CRM.
Without a doubt, a key component of CRM database analysis and implementation is
marketing. To be effective, one would hope to have marketing that reaches the right
20

customer with the right message at the right time using the right medium. But without
having the data available regarding one's public and buying patterns, marketing often
becomes a black hole for wasted money.
So an effective CRM application, one that enables an organization to easily gather
critical sales and marketing information, not only pays for itself very quickly, it
becomes a valuable resource for improving both the top (revenue) and the bottom
(profit) lines. The top line is improved by increasing sales through better data
management, and improving marketing effectiveness by collecting, analyzing, and
using valuable customer information. The bottom line is improved by reducing service
times and costs, and by improving the general productivity of the staff as a direct result
of the CRM solutions of task management and contact management and, in some cases,
the interface to other software programs, such as accounting applications.
Today's economy is demanding: as margins get squeezed, quality can deteriorate.
Customers don't want to spend hours on hold. Prospects often want a quote or invoice
on the spot. Without accurate record storage and quick access to information, sales reps
get far behind on their call lists and once "hot prospects" turn ice cold. Speed of particle
flow and speed of delivery is vital factors for survival, so access to data -- the same
data, from a variety of positions -- is a must. Sales, shipping, service, accounting and
even the executive branch must all have the same data, and often at the same time.
CRM dictates that anyone who touches a customer shares the same information and that
information should be easy to access by others.
CRM and Service

21

Regarding service in general, the size of the organization has nothing to do with the
need to give its customers improved service. Although larger corporations do seem to
"get away" with poor service more easily than small to medium-sized businesses, most
of whom are battling stiff competition as the world becomes more automated and the
choices more plentiful, even some of the near monopolies will get the wake-up call
from smaller, more aggressive, more service-oriented companies who may wind up
taking away significant shares of their business.
People love friendly, prompt, and courteous service. It's what keeps customers coming
back year after year. And CRM software does play a significant role in not only
providing timely and effective service, but in doing so at a price that most organizations
can easily afford.
When a service call is handled the specific problem and its solution can be added to the
database. Next time the same incident occurs the service rep can locate the item and
quickly provide the solution.
CRM software enables you to record each customer service as a Service Work Order,
including detailed records of how the Service Work Order was resolved. The system
provides flexible methods of billing, including by the hour, the month, the year, or by
the Work Order (service incident). Contracts can be written for service or service and
materials. Equipment can be tracked by warranty and serial number. And a flexible
service-scheduling feature enables you to easily add, view, and delete scheduled service
appointments. (For more detailed information about this product, download the
"Service Manager" tutorial and the live "Service Manager" demo.)

22

Service reps have easy access to sales, warranty, order, billing and inventory
information, enabling them to evaluate data and respond quickly to a customer's needs.
Purchasing a CRM application is a decision that takes some thought and consideration.
Some of the key elements that comprise CRM
More effective reach and marketing
Improved customer service and support
Enhanced customer loyalty
Greater efficiency and cost reductions
Improved company communication and networking through better access to quality
information
A better stand against global competition
2.5 CRM STRATEGIES
Benefits
Reduce costs through an optimal mix of channels and streamlined customer service
operations.

Strengthen customer loyalty and increase sales by delivering more

personalized service and information.

Improve customer service by providing representatives with integrated, up-todate information about each customer from recent transactions to current
service problems.

Better manage the complete customer lifecycle across all touch points.

23

Increase revenues by identifying and leveraging cross-selling opportunities that

are rooted in accurate customer data and solid employee training.

Enhance profitability by gaining better insights into how the clients customer
approach is helping or hurting the bottom-line.

2.6 THE ROLE OF INFORMATION TECHNOLOGY IN CRM

In considering how CRM should be implemented, information technology has a pivotal
role to play in enabling companies to maximize profitability through more precise
targeting of market segments and the micro segments within them. We are now in a new
era of technology-enabled marketing, which involves leveraging relationships through
the use of technology. Powerful new technological approaches involving the use of
databases, data marts, data warehouses, data mining and one-to-one marketing are now
assisting organizations to increase customer value and their own profitability.
Technology can greatly assist in managing the data required to understand
customers so that appropriate CRM strategies can be adopted. In addition, the use of
IT can enable the necessary data to be collected to determine the economics of
customer acquisition, retention and lifetime value.
Given the dramatic effect that improved customer retention can have on business
profitability, organizations need an approach that leads to greater customer loyalty,
enhanced retention and profitability.

24

To improve customer retention; three steps are needed:

Measurement of customer retention,
Identification of root causes of defection and related key service issues;
The development of corrective action to improve retention.
Measurement of existing customer retention rates is the first critical step in the task of
improving loyalty. This involves measuring retention rates and profitability analysis by
segment. Managers should determine the impact on profitability of various factors
related to customer retention and acquisition. These include changes in: the cost of
acquisition, the number of new customers acquired, the profitability of retained
customers, and the retention rate.
Besides acquisition and retention, lifetime value will need to be identified by market
segment and needs to address how to improve it. Clearly improving retention can have
a huge impact on lifetime profitability. The business will also need to consider how they
will get the greatest benefit from their acquisition activities. To facilitate improved
acquisition, retention and lifetime value, companies need to utilize the appropriate
technology tools to assist this process.
In the business-to-business context an example of this would be sales force automation
- creating an information empowered sales force, which increases the sophistication of
customer management. This can dramatically improve sales force productivity and
significantly enhance the bonds with the customer.

25

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

a critical issue will be increasing the quality of customer contact through tools such as
sophisticated call centers and electronics commerce.
Organizations will need to determine the appropriate customer management strategy
and then develop the appropriate information technology platform to suit their
requirements, now and in the future. This may involve a creative blending of a range of
information technology infrastructures starting with databases and then progressively
moving towards data marts, enterprise data warehouse and integrated CRM solutions
using electronic commerce. It may also involve using approaches such as data-mining,
event-driven marketing and channel optimization. The ultimate objective of this will be
to identify opportunities for increased profitability through enhanced customer
acquisition, improved customer retention and targeted cross selling.
2.7 DEVELOPING APPROPRIATE METRICS
Central to achieving success will be the development of new metrics to measure
performance in CRM across the business. It is increasingly being recognized that there
are linkages between employees satisfaction, employee retention, customer
satisfaction, customer retention, sales and profitability. A number of academics and
consultants have developed models based on these linkages.
2.8 CRM IMPLEMENTATION ISSUES
Customer Relationship Marketing is being increasingly viewed, as a major element of
corporate strategy, there is confusion about what it means in practice. Further, many
organizations are adopting CRM practices on a fragmented basis through a range of

26

activities such as direct mail, help desks, call centres and loyalty cards. These activities
are often not properly integrated.
Where CRM is well understood as a concept, many board-level managers are still
unclear as to how a particular CRM approach should be cost-effectively implemented
and what technology options should be adopted.
The starting point for introducing or further developing CRM must be determined from
a strategic review of the organizations current position. Companies need to address
four broad issues: what is our core business and how will this evolve in the future; what
form of CRM is appropriate for our business now and in the future; what IT
infrastructure do we have and what do we need to support the future organization
needs; and what vendors and partners do we need to choose?
An organization should first examine its core business and consider how will it evolve
in the future. It then needs to consider the form of CRM that is appropriate for their
business now and in the future and what organization resources does it have to support
the business now and in the future.
Having identified the present and future focus of CRM, the organization then needs to
address the appropriate information architecture to enable their CRM strategy to be
implemented. Stated simply the task is how can we exploit technology for improved
CRM.
As organizations increase their sophistication they will need to creativity integrate these
technologies. Planned evolution is a good way of summarizing the technology
approach to building the backbone to support the relevant CRM strategy that has been
mapped out for the business.
27

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

strategy is underpinned by viable and appropriate technology architecture. This
involves the selection of vendors and partners based on issues of customization
capability and other appropriate commercial factors including both technological and
commercial criteria.
The new millennium, Customer Relationship Management will have advanced
considerably and we will have reached much more sophisticated level of one-to-one
marketing and data mining. There is now an enormous opportunity for organisations to
improve their customer ownership by building a co-ordinated and integrated set of
activities which address all the key strategic elements of CRM. Ultimately, however,
organisations success in CRM will involve creating an appropriate strategic vision for
the future, making the appropriate choice of applications, creatively using appropriate
analytical techniques to exploit the data, and choosing the right vendor for supply of the
technology solution.
2.9 ELEMENTS FOR SUCCESS OF CRM
To ensure the success of CRM the following things need to be kept in mind:
Define fewer high-priority business requirements.
Focus on the most pressing goals, such as reducing attrition among your most valuable
customers, or increasing revenue per customer. Only after these goals have been
achieved should the initiative be spread across the enterprise.
Communicate these immediate objectives to every member of the team.

28

Regardless of department, employees should clearly understand the business rationale

and desired results. Managers should include incentives, making the project a top
priority.
Do something near-term that demonstrates payback.
The most common complaint from business managers about software development is
that results if they come at all are not available until all the money has been
invested. The greatest complaint from developers is that business managers dont
understand that they cant have results until the software has been built. To maintain the
support of senior management and key investors, achieving a succession of short-term
goals, with measurable results, is crucial in moving forward with the long-term goal of
true relationship marketing.
The Elements of CRM
Sales Force
Automation

Customer Service/Call
Center Management

Marketing
Automation

Call center telephone sales

Call centers
managing aspects
of customer contact

Campaign
management

E-commerce

Field sales

Web-based
self service

Content
management

Field services
and dispatch

Data analysis
and business
intelligence tools

Retail
Third-party brokers,
distributors, agents

29

Figure 4. Elements OF CRM

Source: Computer world Jan02.
2.10 BENEFITS OF A WELL DEFINED CRM INFRASTRUCTURE
A well-designed CRM infrastructure will enable you to:

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

sales, POS, direct mail, etc.)

Extend the definition of a customer or program without negatively impacting

application design;

Add new system components and applications without redesign;

Define new business processes and data;

Add new data sources without compromising performance; and

Support simultaneous users and add new business units.

Benefits of a well-constructed CRM infrastructure include:

Reduced deployment capital and expense costs;

Reduced ongoing management costs;

Additional revenue-generating opportunities and

Customizable systems that leverage your existing CRM technology investments.

30

2.11 RELATIONSHIP MARKETING AND CUSTOMER LIFETIME VALUE

FOR CELLULARS
Relationship marketing is not about having a "buddy-buddy" relationship with your
customers. Customers do not want that. Relationship Marketing uses the event-driven
tactics of customer retention marketing, but treats marketing as a process over time
rather than single unconnected events. By molding the marketing message and tactics to
the LifeCycle of the customer, the Relationship Marketing approach achieves very high
customer satisfaction and is highly profitable.
The relationship marketing process is usually defined as a series of stages, and there are
many different names given to these stages, depending on the marketing perspective
and the type of business.
For example, working from the relationship beginning to the end:
Interaction > Communication > Valuation > Termination
Awareness > Comparison > Transaction > Reinforcement > Advocacy
Suspect > Prospect > Customer > Partner > Advocate > Former Customer
Using the relationship marketing approach, you customize programs for individual
consumer groups and the stage of the process they are going through as opposed to
some forms of database marketing where everybody would get virtually the same
promotions, with perhaps a change in offer. The stage in the customer Lifecycle
determines the marketing approach used with the customer.

31

A simple example of this would be sending new customers a "Welcome Kit", which
might have an incentive to make a second purchase. If 60 days pass and the customer
has not made a second purchase, you would follow up with an e-mailed discount. You
are using customer behavior over time (the customer LifeCycle) to trigger the
marketing approach.
Customer Lifetime Value for Cellular
We all know that today, marketing programs must include a measurable customer
understanding in order to be successful. One element that helps quantify our
understanding of customer profitability is Customer Lifetime Value (CLV). If carefully
calculated, and with widespread organizational buy-in, it becomes the first metric to
turn to for all customer marketing and planning.
However the Life Time Value concept has been misunderstood over the last several
years. It may not be necessary to figure out an absolute Life Time Value for a customer
or wait "a lifetime" to find out the exact value to use the concept in managing customer
value in order to develop successful marketing campaigns that effect the bottom-line
quickly.
CLV as It Applies to Cellular
The obvious goal is keeping the customers with highest CLV as long as possible and
determining the attributes of those high CLV customers for use with prospects.
Basically, there are three main components to the CLV formula: revenues, customer
tenure and expenses.
1. Revenue: Revenue formulas of past behavior used to determine future revenues.

32

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

"churn."
3. Expenses: The major difficulty in computing CLV is not in computing customer
income; it's the expense. It is difficult to determine how to apply

various

departmental company expenses to individual customers.

Unfortunately, almost ALL of the relatively "constant" figures that help calculate CLV
in other industries literally change as soon as they are calculated when it comes to
cellular services:
1.

Phone Equipment Costs and Revenue. The negotiated sales rates form the various
phone vendors changes based on supply, consumer demand and buying ability of
the telecommunications vendor.

2.

Service Rates and Rate Plan Structures. Rates change almost monthly for most
carriers. Even the rate plan structures change as soon as you (and the consumers)
understand them. For instance, AT&T wireless's "all-you-can-eat" and Cingular's
"roll-over Minutes" rate plan structures obviously put a dent into calculating
meaningful Customer Lifetime Valuation.

3.

Mobile Phone Features and Usage. Everything from the amount of "Roadside
Assistance" packages to the incredible early mistakes of WAP pricing demonstrate
just how volatile these features can be to calculating anything resembling accurate
CLV.

33

4.

Service Contract Models. Tenure based on consumer contracts that vary from one
to three years; technology that changes as soon as the contract is signed, phone
number transportability issues, and more.

Additionally, most consumers have been affected by one of the consolidations, mergers,
or corporate "buys" that the industry has been witnessing recently.
As a result, consumer brand loyalty is at an all-time low.
2.12 SCOPE OF CRM:
Customer Relationship Management (CRM) is developing into a major element of
corporate strategy for many organizations. CRM, also known by other terms such as
relationship marketing and customer management, is concerned with the creation,
development and enhancement of individualized customer relationships with carefully
targeted customers and customer groups resulting in maximizing their total customer
life-time value.
Industry leaders are now addressing how to transform their approach to customer
management. Narrow functionally based traditional marketing is being replaced by a
new form of cross-functional marketing - CRM. The traditional approach to marketing
has been increasingly questioned in recent years. This approach emphasized
management of the key marketing mix elements such as product, price, promotion and
place within the functional context of the marketing department.
The new CRM approach, whilst recognising these key elements still need to be
addressed, reflects the need to create an integrated cross-functional focus on marketing
- one which emphasizes keeping as well as winning customers. Thus the focus is

34

shifting from customer acquisition to customer retention and ensuring the appropriate
amounts of time, money and managerial resources are directed at both of these key
tasks. The new CRM paradigm reflects a change from traditional marketing to what is
now being described as customer management.
The adoption of CRM is being fuelled by recognition that long-term relationships with
customers are one of the most important assets of an organisation and that informationenabled systems must be developed that will give them 'customer ownership'.
Successful customer ownership will create competitive advantage and result in
improved customer retention and profitability for the company.
In many companies there is still confusion as to what CRM is all about. To some it is
about a loyalty scheme, to some it is about a help desk. To others it is about a relational
database for key account management and for others it is about mass profiling the
customer base without undertaking detailed segmentation. Relatively few organizations
have implemented an integrated approach, which addresses all the key strategic
elements of CRM. Only a small number of businesses have a clear idea what should be
done with information technology in order to successfully implement CRM.
Traditional marketing is no longer enough. The amount an organisation spends on
marketing is not necessarily related to its marketing effectiveness. Some organizations
undertake relatively little marketing activity and as a result have a fragmented customer
base, poor market positioning and low levels of marketing effectiveness.
Other organizations have been successful with relatively little expenditure on
marketing. For companies such as Virgin Atlantic, The Body Shop and First Direct,
public relations and word-of-mouth marketing have been very important to them, so

35

that despite fairly low levels of advertising spend they are highly effective in their
marketing.
Many organizations, despite heavy investment in marketing departments and marketing
activities, have achieved poor results from their marketing effects; quite a number of
financial services companies fall into this category. We call this marketing trappings
marketing.
Relatively few organizations have adopted relationship marketing and CRM approaches
to effectively harness the tools of marketing to deliver real increased customer value
and, with the help of technology, developing appropriate long-term relationships with
customers.
To achieve success, businesses need to have the appropriate measurement systems and
marketing metrics in place to ensure there are effective in terms of their use of
customer-focused resources. Over the past two decades businesses have developed
sophisticated approaches to measurement in other functional activities within their
business - in Operations, Finance, IT and Human Resources. However, the Marketing
function may be the last bastion of inadequate and inappropriate metrics
Traditional marketing activities, which emphasize customer acquisition, are no longer
sufficient. CRM recognizes that marketing starts after the sale is over, not when the sale
is completed.
In future marketing will need to create much stronger metrics so that strategies can be
evaluated rigorously.

36

CHAPTER 3
ABOUT AIRTEL
3.1 COMPANY PROFILE
Airtel comes to you from Bharti Cellular Ltd. A consortium of giants in the
telecommunication business.
Airtel launched it's services in Delhi on November 14,1995. It has at present over Six
lakh fifty thousand customers in it's seven years of pursuit of greater customer
satisfaction, Airtel has redefined the business through marketing innovations,
continuous technological up gradation of the network, introduction of new generation
value added services and the highest standard of customer care.
Airtel has consistently set the benchmarks for the Indian cellular industry to follow.
First to launch cellular service in Delhi on November 1995.

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

AirTel Connect (exclusive showrooms) in 1995. Today AirTel has 20 Customer
Care Touch points called "Connects" and over 350 dealers in Delhi and NCR
towns.

First to expand it's network with the installation of second mobile switching center
in April, 1997 and the first in Delhi to introduce the Intelligent Network Platform
First to provide Roaming to its subscribers by forming an association called World 1
Network.

37

 First to provide roaming facility in USA. Enjoy the mobile roaming across 38
partner networks & above 700 cities Moreover roam across international
destinations in 119 countries including USA, Canada, UK etc with 284 partner
networks.
3.2 AWARDS
Consecutively for four years 1997,1998, 1999 and 2000,AirTel has been voted as
the Best Cellular Service in the country and won the coveted Techies award.
The Asia Pacific Award for the Most Innovative HR practices-2000.
The Golden Peacock National Training Award for excellence in Training practices2000.
The Golden Peacock National Quality Award-2001.
BCL is first mobile communication service provider in India to be certified for ISO
9001:2000 and 1st in world certified by British Standards Institution for Mobile
Communication.
Born a leader, the first cellular service in Delhi, AirTel has maintained leadership
through constant innovations that have redefined standards of cellular services in
India.
First to introduce a wide array of value added services like Smart mail, Fax facility,
Call Hold, Call waiting, Web message, Information services etc. to enhance the
convenience of its subscribers.

38

3.3 VISION
To make mobile communications a way of life and be the customers' first choice.
3.4 MISSION
We will meet the mobile communication needs of our customers through:
Error- free service delivery
Innovative products and services
Cost efficiency
Unified Messaging Solutions
3.5 BHARTI VALUES
Innoventuring
We will generate and implement entrepreneurial and innovative ideas, which will
continuously create new growth engines.
Customer First
We are committed to delivering service beyond the expectations of the customer. Our
quality of customer responsiveness clearly differentiates us from others.
Performance Culture
We benchmark our processes and performance against world-class standards. We
distinguish between performers and non-performers by valuing achievement at the

39

individual as well as the team level. Ours is a culture of inclusively where feedback,
learning and ideas are actively encouraged, sought and acted upon.
Valuing Partnership
We are committed to building exemplary relationship with our partners, which stand
on the principles of mutual trust and mutual growth.
Valuing People
We nurture an environment where people are respected and their uniqueness is valued.
We believe that people are our key differentiators.
Responsible Corporate Citizenship
We are committed to making a positive and proactive contribution to the community.
As a responsible corporate citizen we will contribute to and abide by environmental and
legal norms.
Ethical Practices
We will uphold the highest ethical standards in all internal and external relationship.
We will not allow misuse or misrepresentation of any kind.
3.6 AIRTEL QUALITY STATEMENT
We will deliver error free "Mobile Communication Services" through Customer Service
Attitude, Employee Empowerment, Speed, Creativity and Continuous Improvement.

40

3.7 RECENT ACHIEVEMENTS

AirTel has won the prestigious Techies Award for Best Cellular Phone Service in the
country for the third year in a row!
This award is a tribute to the faith that you repose in us. It is your expectations that
have encouraged us to constantly improve so that we can deliver the highest standards
of service to you - always.

41

CHAPTER 4
CRM AT AIRTEL
4.1

ANALYSIS

AND

FINDINGS

FROM

THE

CUSTOMER

CARE

DEPARTMENT
On talking to the employees of the customer care department the following things were
found out:
Airtel started its CRM programs in May2002.
The main objectives of CRM are as follows:

Personalized and customized service.

Regular updates.

Track of regular interactions.

The major CRM strategy is increased customers through increased Customer

Satisfaction.

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

A special database of customers is maintained and this database is updated
weekly.

42

 The customers are divided into different segments on the basis of the amount of
billing received from them.

The four categories of customers are:

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

40% of the segment of the client base.

Enterprise- These are the customers from the enterprise.

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 corporates and the High profile customers with whom around 60%
of the business is done.

The customer care cell has been divided into four departments:

Hotline- This department handles the start-up customers.

Care Touch- This department takes care of the Corporates and

Executive Class for maintaining Customer Relationships.

Retention- This department takes care of the churn and takes special
care to retain the existing customers.

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

The CRM is implemented through the customer Care Executives. There are
around 100 Customer Care Executives at Airtel.

43

 The effectiveness of CRM is measured through CSMM (Customer Satisfaction

Management and Measurement), an external research agency, IMRB has been
given the task of doing this.
Special Loyalty Programs and incentive schemes are designed for the
privileged and the regular customers. Initially these programs were for the
Upper Base of Customers, Usually the 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 includes Rewarding Relationships.
There is a special complaint handling system, The Customer Help and the
response time for handling these complaints varies depending on the nature of
the complaint. The maximum time that can be spent on handling a complaint is
10 days.
Regular suggestions and feedback is incorporated in their service offering. The
people from the Retention Department call up the customers from time to time
to find out their view points.
A special Training is given to the employees at the time of induction.
Also a 4-5 Day training is given to these people on using the e-CRM systems.
As a result of the CRM initiatives taken by Airtel Net Churn has gone down to
3782 people in January 2003 from 15,000 people in October 2002.
Today AirTel has 20 Customer Care Touch points called "Connects" and over
350 dealers in Delhi and NCR towns

44

4.2 ANALYSIS OF CUSTOMER SURVEYS

Q 1. Airtel gives you prompt services.

70
60

60
50
40
30

20

20
10

10

10

Disagree

Can't Say

0
Agree

Strongly Agree

Figure: 5: Prompt Services

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

45

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

80

75

70
60
50
40
30
20
10

10

10

0
Disagree

Can't Say

Agree

Strongly Agree

Figure: 6: Employees willingness to help

Analysis:
75% of the respondents agree that Employees at Airtel are always willing to help the
customers and 10% strongly agree to this point. Only a 5% of respondents disagree on
this point and 10% people did no want to say anything on this particular aspect. Thus,
we can say that the employees at Airtel are willing to help the people indicating the
responsiveness of the company.

46

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

70
60

60
50
40
30
20

13

12

Disagree

Can't Say

15

10
0
Agree

Strongly Agree

Figure: 7:Immediate handling of queries and complaints

Analysis:
About 60% of the respondents agree that the customer care department handles their
complaints immediately. 15% of the people strongly agree on this point. 12% of the
respondents cant say anything on this aspect as they did not feel the need to complain
and only 13% of the respondents disagree on this point, probably due to some kind of
delay in their complaint being handled. Thus we can say that Airtel people are
responsive enough and make attempts to handle the complaints on time.

47

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

90

84

80
70
60
50
40
30
20
10

10

0
Disagree

Can't Say

Agree

Figure: 8: On time services

Analysis:
About 84% of the respondents feel that Airtel delivers the services at the time it
promises to do so. Around 6% of them disagree on this particular aspect and only a
10% were not sure as to what could be said abut this. Thus, we can say that Airtel is a
reliable service provider and provides the services at the time it promises to do so.

48

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

90
78

80
70
60
50
40
30

22

20
10
0
Agree

Strongly Agree

Figure: 9: Keeping customers informed

Analysis:
On the basis of the responses received, it was found that 22% of the people strongly
agree that Airtel keeps its customers well informed about the services it offers and 78%
of the people agree to this point. There were no respondents who disagree on this
aspect. Most of the people feel that Airtel has very good advertising and also Airtel
makes people aware of all its services from time to time by means of giving them
regular calls also.

49

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

90
80

80

70
60
50
40
30
20

20
10
0
Agree

Strongly Agree

Figure: 10: Companys interests in solving problem

Analysis:
On the basis of the responses, it was found that 80% of the respondents agree that the
company shows a sincere interest in solving their problems and 20% strongly agree to
this point. There were no respondents to disagree on this aspect thus indicating that the
company is highly responsive and empathetic towards its customers

50

Q.7 Airtel gives you individual attention.

70
60

58

50
40
30

30
20

12

10
0
Can't Say

Agree

Strongly Agree

Figure: 11: Individual attention

Analysis:
On being asked about whether the company gives individual attention to its customers,
we see that about 58% of the people were not in a position to say anything on this
particular aspect. 30% of the people agree to this point and 12% strong agree. Thus, we
can say that most of the people either did not feel the need for individual attention or
are not aware of it. But, nobody wanted to disagree on this aspect.

51

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

50

45

45
40
35
30

25

25
20
15

17
13

10
5
0
Disagree

Can't Say

Agree

Strongly Agree

Figure: 12: Flexibility in services

Analysis:
The results here show that 45% of the respondents agree that the company offers
flexibility in their services as per individual needs and 25% strongly agree on this
point.25% of the people cant say anything on this and 13% of the people disagree with
this statement. Thus, we can say that most of the people feel that there is flexibility in
service as per individual needs.

52

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

60

56

50
40
32
30
20
12
10
0
Can't Say

Agree

Strongly Agree

Figure: 13: Interactivity of Airtels website

Analysis:
Around 56% of the people did not feel the need to visit the website of Airtel so they
could not say any thing about how interactive it was. There were 32 % respondents who
felt agreed to it and 12% who strongly agree with this.

53

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

45

40

40
35

32

30
24

25
20
15
10
5

0
Disagree

Can't say

Agree

Strongly Agree

Figure: 14: Latest technology

Analysis:
On asking about the opinion of the people in terms of the technology being used by
Airtel 40% of the people did not want to comment on the technology aspect. 32% of the
people agreed that Airtel uses the latest technology and 24% of them strongly agreed on
this aspect. Only a small 4% of people disagreed, probably because they feel Airtel
should be using some other technology.

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

54

60

55

50
40
30

24

20
10

12

0
Disagree

Can't say

Agree

Strongly Agree

Figure: 15: Courteous employees

Analysis:
55% of the respondents agree to the statement that the employees at Airtel are courteous
and 24% of them strongly agree to it. 12% of the respondents did not say anything
about this whereas a 9% of the people disagree with it. The reason could be some kind
of bad experiences that they had with the employees.

55

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

80
67

70
60
50
40
30
20

19

14

10
0
Disagree

Agree

Strongly Agree

Figure: 16: Knowledgeable employees

Analysis:
Talking about the knowledge of the employees in handling customer queries, we can
say that most of the people agree that Airtel has the employees who are trained well to
answer the queries of the customers. 67% of the respondents agree to this and 19%
strongly agree with this. A very few people disagree with this statement. The reasons
for this could vary from individual to individual. Thus, overall we have the expression
that the employees are good and knowledgeable also.

56

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

70

63

60
50
40

34

30
20
10

0
Can't say

Agree

Strongly Agree

Figure: 17: Confidentiality and privacy

Analysis:
Most of the respondents agreed on the aspect that the confidentiality and privacy of
the customers is maintained. The percentage of the people who agree to this was as
high as 63%. 34% strongly agree to this point and only 3% of the people disagree
with it. Thus, we can say that the company is responsive enough and we can rely on
it.

57

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

offered by each service provider.
1. Airtel.
2. Hutchinson Essar.
3. Idea.
4. MTNL.

NO. OF RESPONDENTS

AIRTEL
45
40

41

35
30
23

25
20
15
10

16

14
6

5
0
1

RATINGS

Figure: 18: Service quality of Airtel

58

NO. OF RESPONDENTS

HUTCHINSON ESSAR
40
35
30
25
20
15
10
5
0

38

22

22
15
3

RATING

Figure: 19: Services quality of Hutch

NO. OF RESPONDENTS

IDEA
47

50
40
30

10

21

18

20
10

0
1

RATING

Figure: 20: Service quality of Idea

59

MTNL

NO. OF RESPONDENTS

40

37

35
30
25

22

19

20
15

12

10

10
5
0
1

RATINGS

Figure: 21: Service quality of MTNL

Analysis:
From the comparisons of the ratings given to the different service providers we find
that Airtel has got the highest number of respondents giving it a rating of 4 or 5.
In case of Idea, 47 respondents have given it a rating of 3 whereas MTNL has got a
rating of 3 by 37 respondents.
Around 38 respondents have given Hutch a rating of 2.
From this comparison we can conclude that Airtel has a higher rating in terms of
quality of service offered in comparison with other service provides

60

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

Instant connectivity.

5.

Billing

2.

Clarity Of Voice.

6.

3.

Network Coverage

Latest
offers.

4.

Activation

Schemes

and

7.

Behaviour of employees.

8.

Value added services

AIRTEL

50

45

40

20

15

10

PARAMETERS

Figure: 22: Rating for Airtels service

61

VALUE ADDED SERVICES

BEHAVIOUR OF
EMPLOYEES

LATEST SCHEMES AND

OFFERS

0
BILLING

25

ACTIVATION

NETWORK COVERAGE

30

CLARITY OF VOICE

INSTANT CONNECTIVITY

NO OF RESPONDENTS

35

Analysis:
From the figure 22 we find that the Airtel has a very good rating in terms of the
parameters used to evaluate the kind of service it is offering. In terms of network
coverage most of the respondents have given it a rating of 5. In terms of latest schemes,
value-added services and clarity of voice; most of the respondents have given it a high
rating of 3, 4 or 5.
In terms of activation, billing and behaviour of the employees the ratings are
comparatively lower.

62

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

90
80
70
60
50
40
30
20
10
0
Yes

No

Figure23: Switching to other cellular services

Analysis:
Most of the respondents were happy with the services being provided by Airtel and
were not interested in switching over to some other service provider. 83 % of the people
wanted to continue availing the service of Airtel and only 17 % of the people wanted to
switch over to some other service providers. The reasons for this varied from cheaper
airfares to better connectivity etc.

CONCLUSION
63

 The initiatives taken by Airtel in CRM have helped Airtel to achieve a great amount
of success.
On measuring the effectiveness of the services provided by Airtel in terms of
responsiveness, reliability, empathy, assurance and tangibles it was found that the
overall perception about its service quality is quiet high.
Born a leader, the first cellular service in Delhi, AirTel has maintained leadership
through constant innovations, which have redefined standards of cellular services in
India.
Airtel being the first to introduce a wide array of value added services like Smart
mail, Fax facility, Call Hold, Call waiting, Web message, Information services etc.
to enhance the convenience of its subscribers, has been able to achieve the title of
best cellular service provider for five consecutive years.
By means of relationship marketing Airtel has been able to reduce the rate of churn.
The Net Churn has gone down to 3782 people in January 2003 from 15,000 people
in October 2002.
Airtel is making use of the latest technology and focusing on building long term
relationship with the customers as a result of which most of the people perceive
Airtel as the best cellular service provider in Delhi.

64

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

The sample size taken for the study was small as the time allotted for the study was
very less .

Problems were faced in getting the appointments of the employees of Customer Care
Division of Airtel.

The employees at Airtel were not willing to disclose the details about the functioning of
the CRM database.

At times the customers using Airtel services were not willing to respond, hence lots of
efforts were made to convince them to fill the questionnaires.

65

BIBLIOGRAPHY
BOOKS
Balachandran , S.(1999), Customer Driven Service Management, Response Books.
Burnett, K. (2001), Handbook Of Key CRM Addison Wesley Longman , Delhi.
Greenberg Paul (2001), CRM At The Speed Of Light Tata McGraw Hill Publishing
Company, New Delhi
Seth Jagdish N & Parvatiyar ( 2002) Handbook Of Realationship Marketing ,
Response Books.
JOURNALS AND ARTICLES:
Jain Rajnish & Jain Sangeeta , Journal Of Service Research (0ctober 02- March 03)
Measuringb Customer Relationship Management, pp: 97-107.
Jaiswal M.P & Sharma Anjali, The Business And Strategic Need, e-Commerce
(January 2002).
WEB SITE LINKS
www.CRMassist.com
www.adaptcrm.com
www.crmcommunity.com

66

 www.crmguru.com

ANNEXURE
AIRTEL CONNECTS

QUESTIONNAIRE-1-

QUESTIONNAIRE 2-

67

ANNEXURE
AIRTEL CONNECTS
The following are the AirTel dealers in Delhi and surrounding satellite areas. The search can be simplified using
the sorted listing based on the areas listed below:
Delhi

Faridabad

Ghaziabad

Gurgaon

New Delhi

Noida

Firm Name

Address

Tel#

A S Communications

F-3/18
(Near Ashok Nursing Home),
Krishna nagar,
Delhi

2449450
2449451
2449452

Hiline-F

5-R/1
B K Chowk
Near Times Bank Nit
Faridabad

91-5426333

Doodle Powel

A-1/9

91-4736798

68

Fax#

Contact

Mobile No.

E-mail

2449450 Mr. Anil Gupta 9810112332 ascommunications

@mantraonline.com

91Jitender bhalla 9810018643

5426333
9810018601

91-

Anil Ji Garg 9810020872 doodlepowel@mantr

Mohan Palace,
New Arya Nagar,
Meerut Road
Ghaziabad

91-4735105
91-4732171

4736798

Cellpage Communications

Shop no. 1 Sikanderpur Market,

Gurgaon-Mehrauli Road
Gurgaon

91-6357067
91-6364057

6224608 Rajesh Chabra 9810020848 cellpage@ndf.vsnl.n

9810259059
et.in
Naveen Dua 9810048495

Airphone Comm. (C) Ltd.

37,
North-West Avenue
Punjabi Bagh Club Road,
Punjabi Bagh
New delhi

5158389
5164008

Challanger Computers Ltd.

23 B,
Pusa road
New delhi

Hitech Cellular & Paging

Services
Ltd-k

UA-28
Jawahar Nagar,
Bunglow Road,
Kamla Nagar,
New Delhi

2946224 / 7

Sheebatel

C-7, Jail Road,

New Delhi

5141235
5140297

Shop no. 5,
M B D A V Bldg.
Yusuf Sarai
New delhi-16

6852424
6852327
6851964

A-20,
Lajpat nagar II

6917750
6321122

Aurotel Communications (P)

Ltd
Cell Com

aon
line.com

5150088

Soami bhatia 9810020902 gurusons@nde.vsnl.

net.in

5823670/1/2 5823672

Sunil Gupta 9810118001 cclindia@hotmail.co

Manoj Gupta
m
9810081292

69

5799032

S K Kaul

9810069777 sumant_kaul@hotm
ail.
com

Manpreet 9810022629 sheebatel@mantrao

Singh Baweja
nline
.com

6851965

6917751

Sumesh
Sekhri

9810011119

aurotel@mantraonlin
e.
com

Vinod Chopra 9810059949 cellcom12@hotmail.

com

New delhi-24

6321133

Vidur & Co.

S-5,
Greater kailash-I
New delhi-48

6433471
6433472
6433473

6433471

Madhur
Madhav

9810050965

Cell-Sell

20-A Basant lok,

Vasant vihar
New delhi-57

6143959
6143969

6143959

Mrs. Sobti

9810043173

North West Communication

22 Kapil Vihar
Pitampura
New Delhi

7182792
7182564

Ashok Jain
K P Jain

9810180346 Northwest@mantrao
9810046034
nline.com

P V International

M-5
Connaught Place
New Delhi - 110 001

3752481
3752480
3752483

Air Communication

A-13,
Vishal Enclave
Rajouri Garden
New Delhi

5179394
5179494

Cellent

N- 5 Bajrang House, South Ext

1,
New Delhi

Hiline-N

Savitri Market,
G-26 Sector 18
Noida

cell_sell@hotmail.co
m

Vivek Nanda 9810188708

5179494

Balram Garg

9810069493
9810293940

Sameer Gogia 9810110510

Darpan Gogia 9810010510
91-4591427
91-4514344

70

Sumeet Bhalla 9810018607

hillne@mantraonline
.com

QUESTIONNAIRE-1
(To be filled by Airtel Customers)
This questionnaire is solely for academic purpose.
Kindly indicate your choice by placing a tick on the appropriate option.
Strongly
Disagree

Disagree

Cant Say

Agree

Strongly
Agree

Q1. Airtel gives you prompt services.

Q2. Employees at Airtel are always

willing to help you.

Q3. Your queries and complaints are

handled immediately by the Customer
Care Department..

Q4. Airtel provides its services at the time

it promises to do so.

Q5. Airtel keeps its customers informed

about all its services and how they
will be delivered.

Q6. When you have a problem, the

company shows a sincere interest in
solving it.

Q7. Airtel gives you individual attention.

Q8. The employees at Airtel understand

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

Q9. The Web-Site of Airtel is interactive

and user-friendly.

Q10. Airtel uses the latest technology in

its services.

Q11. You feel that the employees at Airtel

are Courteous with you.

71

Q12.Employees at Airtel have the

knowledge to answer your questions.

Q13.Airtel takes care of the confidentiality

and the privacy of its customers.

Q14. Rate the following on a scale of 1 to 5 in terms of the quality of service offered
by each service provider.
1. Airtel
2. Hutchinson Essar
3. Idea
4. MTNL.
Q15. How would you rate Airtel on a scale of 1-5 on the following parameters.
9. Instant connectivity.
10. Clarity Of Voice.
11. Network Coverage
12. Activation
13. Billing
14. Latest Schemes and offers.
15. Behaviour of employees.
16. Value added services

72

Q16. If given a choice, would you like to switch over to some other cellular service. If
Yes, state the reason for the same.

Name: __________________________________
Age: __________________________________
Address: __________________________________
Kind of service availed:

Prepaid

73

Postpaid

QUESTIONNAIRE-2
(For The Customer Care Manager)
1. Do you have any CRM programs? If Yes, since when are you implementing these
programs?
2. What are your objectives of CRM programs?
i.

ii.

iii.

iv.

v.

3. What are your CRM strategies?

4. List down the parameters used by you to measure the effectiveness of your CRM
programs?
(i)

(ii)

(iii)

(iv)

(v)

74

(vi)

(vii)

(viii)

(ix)

(x)

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

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

.
7. On what basis do you segment your customers?

Geographic

Demographic

Psychographic

Behavioural

Any other.

75

8. How often do you conduct a Market Research Program for identifying customer
expectations and their perceptions?

Within 3 Months

Within 6 Months

Yearly

Never

Any Other

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

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

76

11. How is CRM implemented in your organization?

12. Do you have any loyalty programs for your customers or any kind of privileges or
incentive schemes for your regular customers?

Yes

No

If yes, Elaborate

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

14. Do you have a complaint handling system for customers? If yes, what is the
response time of handling these complaints?

77

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

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

17. Do you incorporate the suggestions or feedback given by customers? State any
such instance wherein you have done this.

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

offered to accommodate personal preferences?

78

79

19.Is there any special training given to your employees for interacting with
customers? What kind of training is it?

20. What is your customer turnover rate?

80