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!"!  
#   
m Bharti Airtel is the flagship company of Bharti Enterprises.
m Õ   $½ ly 07, 1995, as a P
lic Limited Company.
m 0#  $By 2010 Airtel will
e the most admired
rand in India.
m  % $^s. 369,615 mil (year ended March 31, 2009-
A dited).
m  "& $100 million.
m Airtel has a footprint in all the 23 telecom circles with a c stomer
ase
of 100 million as of May 2009.
m Airtel has a market share of 24.7% as of March 2009.
m The
sinesses at Bharti Airtel have
een str ct red into three
individ al strategic
siness nits (SBUǯs)-
Bharti Airtel

Airtel Telemedia Enterprise

Mo
ile Services
Services Services
EIGHT BUILDING
BLOCKS OF C^M
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It is vital for s to manage the expectations

of o r c stomers and provide them with
innovative prod cts and services in a
manner which makes them loyal.
 C^M VISION
m Õ" '- to do their
est

m & '0( - to adapt to the changing environment and

evolving c stomer needs

m 
 ') -
y striving to change the stat s q o,

innovate and energize new ideas with a strong passion and
entreprene rial spirit

m ÿ     *

- with an initiate desire to do
good

m  ' +"*r with a desire to create a

meaningf l difference in making the experience with the
prod ct/service
etter
· 

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O
ectives
 Provide a single window of service pan-India
across all 23 circles.
 Process data and manage o r large c stomer
data
ase.
 To
e in sync with o r c lt re of 


 






 Provide aro nd the clock service anytime,
anywhere.
Effective Interaction
 The First telecom company in the world to receive the
ISO 9001:2000 certification from British Standards
Instit te
 Constant innovation of C^M technology apt for the
growing market.
 Innovative VAS: e-recharge, e-recharge sing SMS
 The First to deploy Voice Q ality Enhancers to
improve voice q ality and aco stics
 Already a leader in B2C, now vent ring into B2B-
Bharti Airtel & Cisco.
 Oracle for C^M software.
 Tie  with Nokia, Black Berry.
 O tso rced their VAS to Comviva.
 Data feed
ack thro gh Channel artners.
 High-end servers from S n and HP.
 Partnered with IFFCO to offer alications like
cro rices, weather dates & voice
ased
interface to r ral market.
 '' '
% + + Õ"  +  '"+ 0
|!
!
  | &, ,
Airtelǯs
The a
ility to chart
first collection markso thet an
This start ofcom
ines
stage ThisAirtelǯs
stage may
wellsee
rovisioning an Airtel
lanned welcome
client rocess
wishing
average life
-selling andcycle
crossallows it
selling.
andto
Analytical to leave.
verification. Airtelincl To
deskee
activates aavisit
chfrom
rn down
a service
, Airtel ses
market
mod different
le stes services.
in, C^M has ctoThe
make acco nt retention
stomers andreresentative
makes olicies
a and
and loyalty
a call informing
rocesses to
C^M
every is divided
attemt into
co nt oerations
since clients can of the c
ring
first rating clients
stomerclients
of
ack

ased the Airtel
to thehel
fold.line:121.At
Many clients
the
and
eanalytical.
only aroached Theonly
oerations
a on
fixed
the alication.are won
end of this stage their first
ill is

ack.
n C^M
m
erdeals with
illing etc.
of times. generated.
 Post deloyment, the comany now manages a single alication
stack as oosed to the management of m ltile alications re-
deloyment.

 MIS reorts can now
e viewed in real-time and online and

erformance of teams and reso rces can also
e monitored.

 The alication also allows segregation of work at a team/individ al

level.

 It has also given the comany access to a single knowledge

reository at a common level.

 With the deloyment, the comany can now resolve c stomer fa lts
7 ercent faster and has managed to red ce the re-occ rrence of
fa lts or m ltile fail res
y 3 ercent.
 The analytical mod le sits on a data wareho se, which contains
C stomer rofiles, sage atterns, demograhics, reven e er
c stomer, and other information.

 After Mr. XYZǯs frantic call, for instance, Airtel offered to
m

 his credit limit
t also rged him to move to a talk lan that
involved a higher monthly rental, cheaer talk time and smarter
roaming rates.

 In the main, however, C^M is associated with retaining and

servicing c stomers.

 DzMarket analytics of a ready c stomer data
ase can do wonders

in converting rosective c stomers into real ones.dz
 ÿ*%
ÿ %
 Went live in Q1 04
Work flowartners- Oracle, SUN micro-systems,
m Technology
Dayand
m IBM to Day
HP. activities
 IV^ rovided
y Nortel-integrated to Oracle C^M.

| 
*%
m C stomer information
m B siness develoment
 Marketing
 Planning
 Camaign Management
 Lead Management
 Sales
 Activity Management
 Knowledge Management (FAQǯs, How to G ides)
 Call center S ort
 Oort nity Management
m After imlementation of the Oracle C^M, Airtelǯs now
imlementing e-C^M.
m e-C^M imlementation artner is IBM.
m Wo ld rovide a host of services now r nning on Oracle
C^M
X Online c stomer s ort
X C stomer rofiling
X We
interface
X Sales management for vendors
m Extranet
m 3G, ATM recharge, m-cheq e.
m Better se of internet (Direct Comm nication channel)
m The way ahead - c rrently imlementing i-C^M.

 '
|" Õ
  E-romotion
m Predictive
Interests/Pref
modeling m Email
m Camaign C^M Data
Pers Content
^eository m We

Management m Call Center Sales Call
m Historical m Orders Billing P rchases
Analysis
 Cases closed same day.
 N m
er of cases handled
y agent.
 N m
er of service calls.
 Average time to resol tion.
 Average n m
er of service calls er day.
 Percentage of service renewals.
 C stomer satisfaction level.
 Comlaint time-to-resol tion.
 Average n m
er of service req ests
y tye
 Percentage comliance with service-level
agreement (SLA).
!'"
 Eval ation
 Internal restr ct ring and re-engineering
 Imlementation

Ste Ȉ Technology
Eval ation
Ste Ȉ Internal
^estr ct ring Ste Ȉ Pilot Program
Ȉ Feed
ack
1 Ȉ Ga Analysis 2 Ȉ ^e-
engineering 3 Cycle
Peole
Technology
Processes
 Need to work harder to create rocesses and re-
Integration
m engineer of otherwise indeendent
services across all 23 circles
systems aro nd new imlementation
systems
Convergence
m Training helsemloyees
for all related to rovide newer
Porting
m Best rod data
services like
cts toofrom
can each
selling
fail system
of

eca which
relevant
se of oor went
schemes,
training.
cinto tera
ytes.
stomized SMS
rst etc.
Design roer
m Maintaining work flow
existing a tomation.
service levels at the
m time of transition.
Facilitating and ena
ling knowledge
sharing.
 F nctional
 Monitoring how c stomers interact with Airtel sing
vario s mod les of C^M.
 Visi
ility of
siness transactions across India
 Oerational
 Monitor SLAs
 Maintenance and modification
 Data flow
 Change Management
 Oversee enhancement
 Constantly imrove c stomer exerience
 Aligning C^M to Airtelǯs vision and growth o
ectives.
 Finding the right C^M managers has
een a
rning
iss e in India.
Most (9) of the existing c stomers who were interviewed
were not hay with the c stomer service levels offered .They
The c stomers
comlained thatwho were hay (6) with the service,
Airtel,
mentioned;
mmCharged
That thethem for services
roaming not taken.
service rovided was nmatched;
mmIss
Thatedthe
services naskedof services which they received was f lfilling;
-gradation
mmConnectivity and call dros;
The ease of ayment of hone
ills;
mmThat the service of needs
The addressing 121- thethro
helline was notackages
gh secific really helf
whichl in answering
worked
all q for
well eries as well
them (st as addressing
dents/yo the comlaints;
th/SIMS).
m That the comlaints went nanswered for a long time;
m That the comlaints were
est solved thro gh online comlain
resol tion,
y shooting a mail to the nodal officer
y citing reference
n m
er of contact with the call centre exec tive.
m B ild a Team m Dialog e With Yo r
m B siness O
ectives C stomers
m Differentiate m Get Personal
m C stomer Exerience m Develo S ccess Metrics
Goals m C stomer Engagement
m Integrated C stomer Programs
Strategy m Collect Data
m Define & Ma Data m Test, test, test
^eq irements m Monitor
m Standardize Data
 A tomate Processes
 Emower Staff
 Kee It Simle
 Comm nicate
 TOTAL CUSTOME^ EXPE^IENCE