A study on Training and Development at

Bharti Airtel, Orissa Circle

INTERIM REPORT
Submitted by

Saroj Kumar Tripathy

Regd. No.

521153419

Under the guidance of Prof. RABINDRA NATH SAHU.

CERTIFICATE BY THE GUIDE

This is to certify that the project titled A study to minimize

calls of dealers at Dealers Help Desk (DHD) for Bharti
Airtel, Orissa Circle is a bonafied record of interim report
carried out by Mr.Suresh Choudhury CAC (Centre for
advance Computing) Berhampur, Sikkim Manipal
University for the partial fulfillment of Master in Business
Administration , (2008/10) under my guidance. This has not
been submitted elsewhere for the award of any degree.

Prof. ___________________________

DECLARATION

I here by declare that this Project Report A study to minimize

calls of dealers at Dealers Help Desk (DHD) for Bharti
Airtel, Orissa Circle is of my own work. It has been submitted
to CAC (Centre for advance Computing) Berhampur,
Sikkim Manipal University for the partial fulfillment of Master
in Business Administration, (2008/10)

Saroj Kumar Tripathy

Sikkim Manipal Unversity

Regd. No.- 521153419

ACKNOWLEDGEMENT

Thanks to God and may His peace and blessings be upon all his prophets for
granting me the chance and the ability to successfully complete this study.
I wish to express my deepest gratitude to my corporate guide Mr. Samarpan
Debroy, Asst. Manager, Airtel for his valuable advice and guidance of this work.
Special thanks and gratitude to Ms. Kanchan Banerjee, Sr. Executive, CSD,
Airtel for her genuine support, valuable advice and sincere comments which
helped me a lot to finish this study.
I am also indebted to Mr. Suchit Biswas Roy, Asst. manager, Airtel for sharing
vital information critical to the accomplishment of the project objectives and
providing direction in pursuance of the project. The constant support rendered not
only by these two crucial entities, but by the entire Airtel family is praiseworthy.
Lastly I would like to thank my faculty guide Prof. _______________________
for his intellectual stimulation and moral support through my project.
I hope this project report reflecting my learnings in the past eight weeks is as
beneficial to the organization as it has been to me.

Saroj Kumar Tripathy

Sikkim Manipal Unversity

Regd. No.- 521153419

EXECUTIVE SUMMARY:
Mobile telecommunications, supported by a network covering about 97% of the countrys
population and 82% of the land area, has become one of the most vibrant services sub-sectors in
the economy. The number of subscribers almost doubled in 1 year up from 22 million in 2007 to
about 36 million in March 2007, and is forecast to increase to 50 million by 2009. Keeping
competition on the forehead Airtel one of the leading telecom service providers in India had put
its journey of glory towards Orissa in December, 2004. And now this is the top brand among
other telecom service providers of Orissa.
Due to the huge market potential even public sector undertakings like BSNL and MTNL have
also begun offering cellular services apart from basic wireline services.
With the world-wide expansion of companies and changing technologies, Indian Organizations
have realized the importance of customer satisfaction, both internal and external. While
companies focus thousands of dollars on external customer service in hopes of wooing and
retaining customers, little attention is being paid to the effect poor internal customer service has
on overall customer satisfaction. It all starts within your organization! Sooner or later the ripple
effect reaches your external customers. To really walk your service talk, the commitment to
internal customer service must match company's external focus on customer care.
Satisfying both internal and external customers of the company along with increasing revenue is
the main motive of the Service industry. At the advent of cut-throat competition in the telecom
sector in Orissa, with the entry of Vodafone and with the presence of other six players, it is a
direct business need to reduce service OPEX and improve channel satisfaction. Hence this may
prove as a strategic business project in order to reduce Service OPEX of CSD and to enhance
channel partners satisfaction.
Each of the chapter has been scheduled in a manner so as to enable the reader to appreciate the
contents easily. The report is supported by facts and figures and data wherever necessary with a
view to assist the reader in developing clear understanding of the topic.
This report will be extremely useful for those it is meant. Constructive and healthy suggestions
for improvements of the report will be greatly appreciated.

On Job Training (OJT)

WEEK

ACTIVITIES

Introduced to the corporate guide and other employees related to the training.

Learnt about the CSD at Airtel.

I was asked to get the required study materials for the training

2nd

The corporate guide took sessions to make us familiar with the Training Process at
Airtel

3rd

A Training program for the DHD executives was organized at the DHD call
center.

I was a part of the same training program which went on for 4 days.

The management problem related to the project was addressed to let us know the
importance of the project.

Designed online questionnaire to analysis the need of training on motivation of

employees.

Designed the training material for a training on Motivation of employees in Airtel

The training program went on for the whole week

I took active part in the training along with the trainer.

I was helped by the corporate guide in the analyzing the training result.

The feedback of all the trainees was evaluated to know the effectiveness of the
training.

The findings were presented to the CSD head, Airtel to discuss the scope of
improvement of the training

Some action points were discussed with brainstorming with the HR.

The action points were validated by the CSD head.

The Report work was started.

The Report along with all the findings of the project was submitted to the
organization

1st

4th

5th
6th

7th

8th

The Indian Telecom Industry (a brief overview):

The Indian economic is on the path of resurgence. The gradual opening up of the economy
ensured steady growth even at a time when other countries were in the grip of a massive
slowdown. Progressive reforms such as the removal of restrictions of foreign investment and
industrial de-licensing are responsible for this growth. Tailoring EXIM policy to promote exports
and aligning the import duties to meet WTO commitments further contributed to this
development. This trend is expected to continue in the next five years, driven by a favorable
business policy environment in terms of tax cuts, broadening tax base, and reduced interest rates
on borrowing. Keeping reference, with a bird eye view, Indian telecom sector has achieved a
phenomenal growth during the last few years and is poised to take a big leap in the coming
future. This sector has undergone a major transformation through significant policy reforms and
has witnessed rapid growth in the last decade.
The development of world class telecommunication infrastructure is the key to this rapid growth
and has become necessary for further modernization of Indian economy.
Magic Number 7 in Telecom Industry of India:
It is found that the number 7 has a great impact on market as well as human life such as 7-days
of a week, 7-steps of a ladder, 7-wonders of world etc. Though there are many players exist in
the telecom industry of India, major 7 players are there who have grabbed the market on their
service or cost basis in CDMA and GSM sector.
They are
1. Bharti Airtel Ltd.
2. BSNL
3. Reliance Communication
4. Aircel
5. Tata Indicom
6. Vodafone
7. Idea
Beside these seven players in the market there are many new entrants in the market like BPL
Mobile, MTNL, etc.

Bharti Airtel
Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti Group, has
a diverse business portfolio and has created global brands in the telecommunication sector.
Bharti has recently forayed into retail business as Bharti Retail Pvt. Ltd. under a MoU with WalMart for the cash & carry business. It has successfully launched an international venture with EL
Rothschild Group to export fresh agri products exclusively to markets in Europe and USA and
has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world
leader in financial protection and wealth management.
Airtel comes from Bharti Airtel Limited, Indias largest integrated and the first private telecom
services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception
has been at the forefront of technology and has steered the course of the telecom sector in the
country with its world class products and services. The businesses at Bharti Airtel have been
structured into three individual strategic business units (SBUs) - Mobile Services, Airtel Telemedia Services & Enterprise Services. The mobile business provides mobile & fixed wireless
services using GSM technology across 23 telecom circles while the Airtel Tele-media Services
business offers broadband & telephone services in 94 cities. The Enterprise services provide endto-end telecom solutions to corporate customers and national & international long distance
services to carriers. All these services are provided under the Airtel brand.

Company Background
Bharti Airtel Limited, a part of Bharti Enterprises, is India's leading provider of
telecommunications services. The businesses at Bharti Airtel have been structured into three
individual strategic business units (SBUs)

Mobile services,
Tele-media services (ATS) &
Enterprise services.

The mobile services group provides GSM mobile services across India in 23 telecom circles,
while the B&T business group provides broadband & telephone services in 94 cities. The
Enterprise services group has two sub-units - carriers (long distance services) and services to
corporate. All these services are provided under the Airtel brand.

Vision:
By 2010 Airtel will be the most admired brand in India:
Loved by more customers
Targeted by top talent
Benchmarked by more business.
We at Airtel always think in fresh and innovative ways about the needs of our customers and how
we want them to feel. We deliver what we promise and go out of our way to delight the customer
with a little bit more

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

Company Profile:
Bharti Airtel Limited, a group company of Bharti Enterprises, is Indias leading integrated
telecom services provider with an aggregate of 64.26 million customers as of end of March 2008,
consisting of 61.98 million mobile customers.
Bharti Airtel has been rated among the best performing companies in the world in the Business
Week IT 100 list 2007. Bharti Airtel is structured into three strategic business units - Mobile
services, Tele-media services and Enterprise services. The mobile business provides mobile &
fixed wireless services using GSM technology across 23 telecom circles. The Tele-media
business provides broadband and telephone services in 94 cities and is foraying into the IPTV
and DTH segments. The Enterprise services business provides end-to-end telecom solutions to
corporate customers and national and international long distance services to carriers. All these
services are provided under the Airtel brand. Airtels high-speed optic fiber network currently
spans over 73,787 KMs. covering all the major cities in the country. The company has two
international landing stations in Chennai that connects two submarine cable systems - i2i to
Singapore and SEA-ME-WE-4 to Europe.
Bharti Airtel is one of India's leading private sector providers of telecommunications services
based on an aggregate of 64,268,047 customers as of March 31, 2008, consisting of 61,984,721
GSM mobile and 2,283,326 Tele-media customers. The company is the largest GSM mobile
service provider in the country, based on the number of customers; it has an all India footprint,

with mobile operations in all the 23-telecom circles of India. The company also provides telemedia services (erstwhile broadband & telephone) in 94 cities.
The company complements its mobile and tele-media services with national and international
long distance services. For international connectivity to the east, the company has a submarine
cable landing station at Chennai, which connects the submarine cable - Network i-2-i, connecting
Chennai and Singapore. For international connectivity to the west, it is a member of the South
East Asia-Middle East-Western Europe 4 (SEA-ME-WE-4) consortium along with 15 other
global telecom operators, and has commissioned the fourth generation cable system. SEA-MEWE-4 supports telephone, Internet, multimedia and various other broadband and data. The
company provides reliable end-to-end data and enterprise solutions to the top corporate
customers by leveraging its nationwide fiber optic backbone, last mile connectivity in mobile and
tele-media services, VSATs, ISP and international bandwidth access through the gateways and
landing stations.

Partners:

Network Equipment

Mobile Services

Nokia, Ericsson

Tele-media Services

Siemens, Corning, Nortel

Information Technology

IBM

Call Centre Operations

IBM Daksh,
Hinduja TMT, Teletech &
Mphasis
Singtel

Equity Partner {Strategic}

Board of Directors:

Sunil Bharti Mittal

Rajan Bharti Mittal
Akhil Gupta
Rakesh Bharti Mittal
Chua Sock Koong
Pulak Chandan Prasad
Bashir Abdulla Currimjee
Donald Cameron
Professor V.S Raju

Chairman and Managing Director

Director
Joint Managing Director
Director
Director
Director
Director
Director
Director

OSullivan
Kurt Hellstrom
N. Kumar
Ajay Lal
Francis Heng
Arun Bharat Ram

Director
Director
Director
Director
Director
Director

Exchange Listings

The Stock Exchange, Mumbai (BSE)

The National Stock Exchange Of India Limited (NSE)

Few Key Milestones:

July 07, 1995

Date of Incorporation
First private operator to offer fixed line June 04, 1998
telephony
February 18, 2002
Became a public limited company in India
First telecom company to have an all India March 30, 2005
mobile footprint
(Presence in all 23 telecom circles in India)

The Brand
Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed. A spirit charged with energy, creativity and a team driven to seize the
day with an ambition to become the most globally admired telecom service. Airtel, after just ten
years, has risen to the pinnacle of achievement.
As India's leading telecommunications company Airtel brand has played the role as a major
catalyst in India's reforms, contributing to its economic resurgence.
Today we touch peoples lives with our Mobile services, Telemedia services, to connecting India's
leading 1000+ corporate. We also connect Indians living in USA with our call home service.

Brand Attributes

Fresh
In-touch

On my side

Can-do

Factsheet
Name

Bharti Airtel Limited.

Business
Description

Provides mobile, tele-media services (fixed line) and enterprise services

(carriers & services to corporate)

Established

July 07, 1995, as a Public Limited Company

Proportionate
Revenue

Rs. 184,202 million (year ended March 31, 2007-Audited)

Rs. 117,255 million (year ended March 31, 2006-Audited)
As per Indian GAAP Accounts

Proportionate
EBITDA

Rs. 74,407 million (year ended March 31, 2007-Audited)

Rs. 42,250 million (year ended March 31, 2006-Audited)
As per Indian GAAP Accounts

Shares in Issue

1,897,148,464 as at June 30, 2007

Listings

The Stock Exchange, Mumbai (BSE)

The National Stock Exchange of India Limited (NSE)

Market
Capitalization
Customer Base

61,984,721 GSM mobile and 2,283,326 tele-media customers (Status as

at month ended May 31, 2008)

Operational
Network

Provides GSM mobile services in all the 23 telecom circles in India, and
was the first private operator to have an all India presence.
Provides telemedia services (fixed line) in 94 cities in India.

Registered Office

Bharti Airtel Limited

(A Bharti Enterprise)
Qutab Ambience (at Qutab Minar), Mehrauli Road,
New Delhi - 110 030
Tel. No.: +91 11 4166 6000
Fax No.: +91 11 4166 6011/12

Organization Structure:

As an outcome of a restructuring exercise conducted within the company; a new integrated organizational
structure has emerged; with realigned roles, responsibilities and reporting relationships of Bhartis key
team players. With effect from March 01, 2006, this unified management structure of 'One Airtel' will
enable continued improvement in the delivery of the Groups strategic vision.

Bharti Enterprises - Organization Structure

Bharti Airtel - Organization Structure:

Bharti Airtel Performance at a Glance

Statement Showing Shareholding Pattern:

Name
of
Company :
Scrip Code :
Catego
ry code

the
BHARTI AIRTEL LIMITED

Category of Shareholder

532454
Number
Shareholders

Quarter Ended :
of

Total number of
shares

Number of shares
held
in
dematerialized
form

31.03.2008
Total shareholding as a percentage of
totanumber of shares
As a percentage of
(A+B)1

As a percentage of
(A+B+C)

(A) Shareholding of Promoter and Promoter Group2

1
(a)

Indian
Individuals/
Hindu Undivided
Family
(b)
Central
Government/
State
Government(s)
(c)
Bodies Corporate
(d)
Financial Institutions/ Banks
(e)
Any Others(Specify)
Sub Total(A)(1)
2. Foreign
(a)

Individuals
(Non-Residents
Individuals/Foreign Individuals)

(b)
Bodies Corporate
(c)
Institutions
(d)
Any Others(Specify)
Sub Total(A)(2)
Total Shareholding of Promoter and Promoter
Group (A)= (A)(1)+(A)(2)
(B)
1
(a)
(b)
(c)

Public shareholding
Institutions
Mutual Funds/ UTI
Financial Institutions /Banks
Central
Government/
State
Government(s)
(d)
Venture Capital Funds
(e)
Insurance Companies
(f)
Foreign Institutional Investors
(g)
Foreign Venture Capital Investors
(h)
Any Other
Sub-Total (B)(1)
(B 2) Non-institutions
(a)
Bodies Corporate
(b)
Individuals
Individuals
-i.
Individual
shareholders holding nominal share
I
capital up to Rs 1 lakh
II
ii. Individual shareholders holding
nominal share capital in excess of
Rs. 1 lakh.
(c)
c-i

Any Other (specify)

Foreign National

c-ii

Foreign Companies

c-iii

Non-resident Indians

c-iv

Overseas Corporate Bodies

c-v

Trusts

c-vi

NIL

NIL

NIL

NIL

NIL
1
NIL
NIL

NIL
859986028
NIL
NIL

NIL
859986028
NIL
NIL

NIL
45.31
NIL
NIL

NIL
45.31
NIL
NIL

859986028

859986028

45.31

45.31

NIL
2
NIL
NIL

NIL
390363150
NIL
NIL

NIL
94703500
NIL
NIL

NIL
20.57
NIL
NIL

NIL
20.57
NIL
NIL

390363150

94703500

20.57

20.57

1250349178

954689528

65.88

65.88

217
33

40612849
1222512

40612849
1222512

2.14
0.06

2.14
0.06

NIL
NIL
12
831
NIL

NIL
NIL
44892253
474252686
NIL

NIL
NIL
44892253
474252686
NIL

NIL
NIL
2.37
24.99
NIL

NIL
NIL
2.37
24.99
NIL

1093

560980300

29.56

29.56

560980300

2114

38391925

35669790

2.02

2.02

161273

14087966

14081133

0.74

0.74

175

9147527

9147527

0.48

0.48

40

40

0.00

0.00

16251502

16251502

0.86

0.86

2058

998802

998802

0.05

0.05

5178500

5178500

0.27

0.27

16

2325736

2325736

0.12

0.12

Clearing Members

Sub-Total (B)(2)
Total Public Shareholding (B)=
(B)(1)+(B)(2)
TOTAL (A)+(B)
Shares held by Custodians and
against which DepositorReceipts
(C)
have been issued
GRAND TOTAL (A)+(B)+(C)
(B)

NIL

254

195970

195970

0.01

0.01

165895

86577968

83849000

4.56

4.56

166988
166991

647558268
1897907446

644829300
1599518828

34.12
100.00

34.12
100.00

0
1897907446

0
1599518828

0.00
100.00

0.00
100.00

0
166991

(I)(b) Statement showing Shareholding of persons belonging to the category Promoter and
Promoter Group

Sr. No.

Name of the shareholder

Number of shares

Shares as a percentage of total

number of shares {i.e., Grand Total
(A)+(B)+(C) indicated in Statement
at para (I)(a) above}

Bharti Telecom Limited

859986028

45.31

Pastel Limited

295659650

15.58

Indian Continent Investment Limited

94703500

4.99

1250349178

65.88

TOTAL

(I)(c)Statement showing Shareholding of persons belonging to the category Public and holding
more than 1% of the total number of shares
Sr. No.

Name of the shareholder

Number of shares

Shares as a percentage of total

number of

Life Insurance Corporation of India

Under

44753341

2.36

Morgan Stanley Mauritius Company

Limit

40819329

2.15

Merrill Lynch
Espana S.A

26780063

1.41

Citigroup Global Markets Mauritius

Privat

23183398

1.22

Europacific Growth Fund

21832491

1.15

157368622

8.29

5
TOTAL

Capital

Markets

(I)(d)

Statement showing details of locked-in shares

Sr. No.

Name of the shareholder

N.A.
TOTAL

(II)(a)
Sr. No.

N.A.
TOTAL

Number of locked-in

Locked-in shares as a percentage of

total

NIL

NIL

NIL

NIL

Statement showing details of Depository Receipts (DRs)

Type of outstanding DR Number of outstanding Number
(ADRs, GDRs, SDRs, etc.)
DRs
underlying
DRs

of

shares
outstanding

NIL

NIL

NIL

NIL

NIL

NIL

Shares
underlying
outstanding DRs as a
percentage of total number
of shares {i.e., Grand Total
(A)+(B)+(C) indicated in
Statement at para (I)(a)
above}

Statement showing Holding of Depository Receipts (DRs), where underlying

(II)(b)
Name of the DR Holder

Type of outstanding DR
(ADRs, GDRs, SDRs, etc.)

Number
underlying
DRs

of

shares
outstanding

shares are in excess of 1%

of the total number of
shares
N.A.
TOTAL

NIL

NIL

NIL

NIL

NIL

NIL

Shares
underlying
outstanding DRs as a
percentage of total number
of shares {i.e., Grand Total
(A)+(B)+(C) indicated in
Statement at para (I)(a)
above}

Corporate Responsibility at Bharti Airtel

At Bharti, CSR is a way of life. Each department and employee strives to be sensitive to the
stakeholders and environment within their work context. Bharti encourages employees to take
decisions and design business-linked processes that are sensitive to communities and
environment.
Corporate Social Responsibility (CSR) in Bharti encompasses much more than only social
outreach programs. It is an integral part of the way Bharti conducts its business. The essence of
Bhartis commitment to Corporate Social Responsibility is embedded in the Corporate Values,
which stem from its deepest held beliefs. These Values are:

To be responsive to the needs of our customers

To trust and respect our employees

To continuously improve our services innovatively and expeditiously

To be transparent and sensitive in our dealings with all stakeholders

We encourage our employees to take decisions and design business processes, keeping in mind
the following:

Ethics, fairness and being correct

Meeting and going beyond compliances and legal requirements

Showing respect and sensitivity towards stakeholders and communities, and

Nurturing the environment

We practice our CSR beliefs and commitments through a three-pronged approach:

Engaging with stakeholders

Ensuring stakeholder sensitive policies and practices

Undertaking programs for our employees, community and environment

Bharti Airtel sensitizes its employees towards CSR issues at various forums. They feel that it is
important that each employee should understand the importance of environmental, social and
economical aspects while taking business decisions. At Bharti, each employee is sensitized
towards CSR issues and thus operations at the ground level are influenced. Such sensitization
exercises have resulted in many socially and environmentally sensitive decisions on the ground.

Employees
We believe that one of the most important drivers of growth and success for any organization is
its people. At Bharti Airtel, our Mantra for employee delight focuses on 5 Ps People, Pride,
Passion, Processes and Performance.
Bharti Airtel has been recognized among the Best Employers in the Country for two successive
years being 14th in 2003 & jumping ahead of several other large conglomerates to an enviable
position of the 2nd Best Employer in the Country in 2004. This is a clear demonstration &
acknowledgement of the robust, progressive, people as well as business aligned Human Resource
practices, which the organization has developed and implemented remarkably in a very short
span of time.
Bharti Airtel follows an open door policy to approach the management, which helps resolve
issues with mutual agreements. We encourage people to stand up against any unfair treatment for
which we have the Office of the Ombudsman, where employees can raise any issues regarding
business and workplace conduct. Bharti ensures transparency through the various
communication policies, strategies and plans. . Regular Employee Communication Forums
provides a platform for the employees to raise issues that require resolution.
Our leaders strongly believe in facilitating and initiating activities that help employees manage
their health and well-being. Our focus always remains to redefine leadership; we develop leaders
who enable performance and inspire their people to unleash their potential. Our people
orientation reflects in our vision of being targeted by top talent, and a key aspect of our
business focus building a best-in-class leadership team that nurtures talent at every level.
Employee friendly HR policies have been put in place, which amply reflect the organizations
concern for its people. Some typical examples of these policies and practices include a family-

day at office, half day leave for birthdays, gifts for anniversaries, compulsory 10 days off,
festival celebration with family, no official meetings on weekends, five day weeks, concierge
services, call center engagement programs etc. These care policies and practices are applied
across the organizational levels without any discrimination.

Even a sweeper in the corporate office must understand that, if he does not keep
the office clean, the visiting shareholders could question the companys ability to
manage a business if they cannot manage their premises well
Mr. Akhil Gupta

Environment, Health and Safety

At Bharti we believe in the philosophy to refuse, reduce, reuse and recycle. The company has
taken many initiatives in this regard, both within the offices for the benefit of our employees; and
for outside world for the convenience of the people
Few examples of the initiatives taken are mentioned below:
(a) Most of the new Airtel buildings recycle waste water for sanitary and cooling of equipment
purposes e.g. DG sets and AC systems. These buildings also have rain water harvesting systems
for ground water replenishment where appropriate.
(b) All Airtel offices have energy efficient light fittings and DG sets. We also ensure automation
that enables energy savings in our buildings. Building Management System (BMS) Intelligent
Building concept is being followed in all the new Airtel building and campuses that are coming
up.
(c) New buildings also incorporate the concept of and Energy Wheel which optimises energy
efficiency in buildings.
(d) Air quality is checked periodically in all Bharti Airtel offices, and based on the results, duct
cleaning, carpet cleaning, chair and sofa shampooing is undertaken.
(e) Use of air curtains on major office exits and double glazing also results in significant energy
saving.
(f)At the time of oil change in DG sets etc. the discarded oil for disposal is only sent to
companies/ vendors approved by the Central Pollution Control Board (CPCB) for proper
disposal as per CPCB approved processes.

(g) All Bharti Airtel offices have fire alarm systems. Periodic fire drills are carried out in Bharti
Airtel offices as a practice. All Airtel offices are provided with First Aid boxes and have
identified people as First Aid specialists.

Community Initiatives
Corporate Social Responsibility is embedded in, and built upon, the stated values of Bharti
the institution. These values guide all our activities and each employee is encouraged to take
decisions and design business-linked processes that are sensitive to communities and
environment.
We have an obligation to fulfill to society and the communities in which we operate, and help
improve the quality of life for everyone, today and in the future.
Based on the basic guidelines and direction provided in the Code of Conduct, Bharti has
undertaken many community programs.
(a) CSR Initiatives @ Bharti Airtel
Bharti Airtel has a nation-wide presence that has grown at an exponential rate in the recent years.
Each local office undertakes special programs for the local community, thereby reaching out to
people. Many projects like material collection drive and blood donation camps are organized for
the welfare of the underprivileged community. Bharti constantly searches for new, innovative
ways of reducing the consumption of resources, with the aim of leaving a better and greener
earth for future generations.
Response to Disaster
Bharti Airtels response to Tsunami Disaster: Bharti Airtel undertook the following initiatives for
immediate relief and rehabilitation to Tsunami victims:

Built a mobile network in Andaman & Nicobar islands in less than 3 months to aid rapid
rehabilitation of the island

Donated Rs. 1 Crore to the Prime Ministers Relief Fund, in addition to contributions
from employees

Created 29 Airtel Crisis Communications centres in Tamil Nadu

Raised resources for Tsunami victims by initiatives such as a Benefit Cricket Match

(b) Bharti Foundation

Although CSR is executed at all levels in the organization, the Promoters of Bharti Enterprises
established Bharti Foundation in 2000 with a vision,

To help underprivileged children and youth of our country realize their potential.
Bharti Foundations mission is to create and support programs that bring about sustainable
changes through education, use of technology and information and best practice sharing.
Bharti Foundation has established itself the goals of improving accessibility and quality of
education at the school level for underprivileged children, and to provide education and training
opportunities to youth.
Visit www.bhartifoundation.org to know more about Bharti Foundation

Services

Experience total cost control, no rentals and easy billing with our
postpaid and prepaid services. Explore the world with our roaming
services and get absolutely cool offers with Airtel Live!

Airtel welcomes you to the world of telephony services for your home.
Experience a world class service and cutting edge technology with Airtel
landline and our feature rich Wireless fixed line. Whats more, calling is
made more fun & convenient with services and entertainment on Airtel

Airtel Broadband Services, India's most preferred high-speed Internet

service, redefines your Internet experience. It is fast, fun, convenient and
cost effective.

BlackBerry from Airtel is an 'always connected' wireless solution

providing easy and secure access to your email and data.

Want to access information on your mobile? Airtel brings you

Email on the go. You can choose from BlackBerry and Windows
Mobile 5.0 depending upon the usage patterns, requirement and
suitability.

Our calling card services connect you to the world from India and
allow a better way to call back India.

With Airtels Wireless Internet, you have the freedom to access the
Internet anytime, anywhere across India. It enables Internet, Email,
and Office applications with real-time secure VPN access to
corporate applications whilst on the move.

Services

We offer you mobile solutions targeted for your business needs. We

create price plans that work for your business along with a range of
features.

Our Voice services give you the right tools, to suit the needs of small,
medium and large enterprises and to stay ahead.

Manage your business more efficiently and effectively, with Airtels

Office Solutions, Easy Mail and Data Card.

We bring you a comprehensive suite of data technologies for all your

strategic connectivity needs.

We offer you a range of services that help to keep your business running
24x7.

We provide you connectivity, where ever you take your business. Our
Satellite Services bring you the benefits of access in remote locations.

India's first private long distance communications service provider with

world-class Voice and Data communication services.

Get the communication solutions, your business needs, to stay connected

worldwide with our International Services.

Airtel in Orissa Circle:

Since its inception in December 2004, Airtel has emerged as largest player in mobile networks
within just over two years. It crossed 2 million customer base in March 2008 and is still growing
at about 1.5 lacs per month.
Airtel is having 3 strategic level agencies such as NOKIA, ERICSON and IBM. Nokia and
Ericson handles all the set-up of tower and IBM handles all the software part of the company.
There are again many outbound agencies like PERCEPT, PORTLAND, REDIFF, MADISON,
EQUILIBRIUM and GOOGLE who work with Airtel hand to hand to carry out the marketing
and various other activities.

Departments in Airtel, Orissa circle:

Airtel is a service sector enterprise which comprises of many departments to look after all the
day to day activities.
1. Customer Service Delivery (CSD):
2. The department comprises of the call center executives and the persons in the office who
are responsible to solve all the queries of both retailers and customers. This department
mainly works for customer satisfaction.
3. Commercial:
It deals with the finance part of the company. It looks after the amount transacted by the
distributor to the company. This department is responsible of the billing for the amount as
per there requirement which eventually matches the companys target.
4. Marketing:
Marketing means identifying the human and social needs. It does mean meeting the
profitability. This department makes out the plan which helps to have a fair and healthy
business.
5. Legal:
This department executes all the legal and law matters which the company faces and has
to face.
6. Collection:
This department is responsible for the collection of amount from the distributor and
down-line chains.

7. Human Resource (HR)

This department is responsible for the hire and fire of people in the company. This
department allocates the proper job to a proper people and gets work done.
8. Business Excellence:
This department works as an internal consultant to the company. They coordinate with all
other departments to help them run their processes efficiently.
9. Provisioning:
This department matches the secret code with the amount allocated and transfers the
amount to other department.
10. Sales:
This department looks after the distribution of the services from the point of production
(POP) to the point of sales (POS). Here the physical distribution process comes into play.
Marketing in Airtel, Orissa:
Marketing is the department for any enterprise which carries all the plans to run the business
successfully. Airtel follows both push and pull strategy. The marketing department matches
customer preferences with products to suit them. They provide the customers with various
products to attract them.
The marketing department is again sub divided into various functionalities:
1. Marketing Communication (MarCom):
This deals with all the communication parts of marketing which includes visibility, brand
awareness, events and promotion, POS and POP, retaining and outdoor hoarding.
2. Press:

Advertisement

Press release

3. Products:
There are basically 4 products which Airtel deals. They are
o SUK- Start up Kit

o VV Validity Voucher
These are basically the recharge vouchers having a limited validity, i.e. One
month or lifetime validity.
o Top Ups:
These are the Top-Up vouchers which dont have any validity, but adds amount to
your account.
o Super VV or Power Voucher:
These are the vouchers which enables a customer to reduce their call value
charges.
4. Usage & Retention:
This department deals with the Top-Ups and power pack vouchers.
5. Value Added Services (VAS):
Airtel has come up with value added services that offer total freedom to avail facilities of
getting Ringtones, Hello Tunes, Jokes and Astrology, Cricket scores etc. just by calling
portal number. VAS contributes to about 20% of total revenue.
6. Revenue Assurance:
This division assures revenue generated through the various recharge vouchers and SIM
cards.
7. Acquisition:
This deals with the product SUKs. These people create plans so that more number of
activations can be done.
8. Marketing Research:
This division handles the visibility part. It checks which type of offers and schemes and
presently provided by the competitors and which are required by Airtel now.

Structures of Departments in Airtel, Orissa Circle:

Circle Top/EC Structure

Sales & Marketing:

Zonal Sales Bhubaneswar

Zonal Sales -Balasore

Zonal Sales -Sambalpur

Zonal Sales - Berhampur

Marketing Department

Finance

Human Resource:

Technical

Information Technology

Legal & Regulatory

Business Excellence

Customer Service Department (CSD)

Distribution - introduction
Distribution (or "Place") is the fourth traditional element of the marketing mix. The other three
are Product, Price and Promotion.

The Nature of Distribution Channels

Most businesses use third parties or intermediaries to bring their products to market. They try to
forge a "distribution channel" which can be defined as "all the organizations through which a
product must pass between its point of production and consumption"
Why does a business give the job of selling its products to intermediaries? After all, using
intermediaries means giving up some control over how products are sold and who they are sold
to.
The answer lies in efficiency of distribution costs. Intermediaries are specialists in selling. They
have the contacts, experience and scale of operation which means that greater sales can be
achieved than if the producing business tried running a sales operation itself.

Functions of a Distribution Channel

The main function of a distribution channel is to provide a link between production and
consumption. Organizations that form any particular distribution channel perform many key
functions:
Information

Gathering and distributing market research and intelligence - important

for marketing planning

Promotion

Developing and spreading communications about offers

Contact

Finding and communicating with prospective buyers

Matching

Adjusting the offer to fit a buyer's needs, including grading, assembling

and packaging

Negotiation

Reaching agreement on price and other terms of the offer

Physical distribution

Transporting and storing goods

Financing

Acquiring and using funds to cover the costs of the distribution channel

Risk taking

Assuming some commercial risks by operating the channel (e.g. holding

stock)

All of the above functions need to be undertaken in any market. The question is - who performs
them and how many levels there need to be in the distribution channel in order to make it cost
effective.

Numbers of Distribution Channel Levels

Each layer of marketing intermediaries that performs some work in bringing the product to its
final buyer is a "channel level". The figure below shows some examples of channel levels for
consumer marketing channels:

In the figure above, Channel 1 is called a "direct-marketing" channel, since it has no

intermediary levels. In this case the manufacturer sells directly to customers. An example of a
direct marketing channel would be a factory outlet store. Many holiday companies also market
direct to consumers, bypassing a traditional retail intermediary - the travel agent.
The remaining channels are "indirect-marketing channels".
Channel 2 contains one intermediary. In consumer markets, this is typically a retailer. The
consumer electrical goods market in the UK is typical of this arrangement whereby producers
such as Sony, Panasonic, Canon etc. sell their goods directly to large retailers such as Comet,
Dixons and Currys which then sell the goods to the final consumers.
Channel 3 contains two intermediary levels - a wholesaler and a retailer. A wholesaler typically
buys and stores large quantities of several producers goods and then breaks into the bulk
deliveries to supply retailers with smaller quantities. For small retailers with limited order

quantities, the use of wholesalers makes economic sense. This arrangement tends to work best
where the retail channel is fragmented - i.e. not dominated by a small number of large, powerful
retailers who have an incentive to cut out the wholesaler. A good example of this channel
arrangement in the UK is the distribution of drugs.

What are Channels of Distribution?

In the Business Buying Behavior Supply Chain is described as consisting of all parties and their
supplied activities that help a marketer create and deliver products to the final customer. For
marketers, the distribution decision is primarily concerned with the supply chains front-end or
channels of distribution that are designed to move the product (goods or services) from the hands
of the company to the hands of the customer. Obviously when we talk about intangible services
the use of the word hands is a figurative way to describe the exchange that takes place. But the
idea is the same as with tangible goods. All activities and organizations helping with the
exchange are part of the marketers channels of distribution.
Activities involved in the channel are wide and varied though the basic activities revolve around
these general tasks:

Ordering
Handling and shipping
Storage
Display
Promotion
Selling
Information feedback

Type of Channel Members

Channel activities may be carried out by the marketer or the marketer may seek specialist
organizations to assist with certain functions. We can classify specialist organizations into two
broad categories: resellers and specialty service firms.
Resellers
These organizations, also known within some industries as intermediaries, distributors or dealers,
generally purchase or take ownership of products from the marketing company with the intention
of selling to others. If a marketer utilizes multiple resellers within its distribution channel
strategy the collection of resellers is termed a Reseller Network. These organizations can be
classified into several sub-categories including:

Retailers Organizations that sell products directly to final consumers.

Wholesalers Organizations that purchase products from suppliers, such as
manufacturers or other wholesalers, and in turn sell these to other resellers, such as
retailers or other wholesalers.
Industrial Distributors Firms that work mainly in the business-to-business market
selling products obtained from industrial suppliers.

Specialty Service Firms

These are organizations that provide additional services to help with the exchange of products
but generally do not purchase the product (i.e., do not take ownership of the product):

Agents and Brokers Organizations that mainly work to bring suppliers and buyers
together in exchange for a fee.
Distribution Service Firms Offer services aiding in the movement of products such as
assistance with transportation, storage, and order processing.
Others This category includes firms that provide additional services to aid in the
distribution process such as insurance companies and firms offering transportation
routing assistance

Importance of Distribution Channels

As noted, distribution channels often require the assistance of others in order for the marketer to
reach its target market. But why exactly does a company need others to help with the
distribution of their product? Wouldnt a company that handles its own distribution functions be
in a better position to exercise control over product sales and potentially earn higher profits?
Also, doesnt the Internet make it much easier to distribute products thus lessening the need for
others to be involved in selling a companys product?
While on the surface it may seem to make sense for a company to operate its own distribution
channel (i.e., handling all aspects of distribution) there are many factors preventing companies
from doing so. While companies can do without the assistance of certain channel members, for
many marketers some level of channel partnership is needed. For example, marketers who are
successful without utilizing resellers to sell their product (e.g., Dell Computers sells mostly
through the Internet and not in retail stores) may still need assistance with certain parts of the
distribution process (e.g., Dell uses parcel post shippers such as FedEx and UPS). In Dells
case creating their own transportation system makes little sense given how large such a system
would need to be in order to service Dells customer base. Thus, by using shipping companies
Dell is taking advantage of the benefits these services offer to Dell and to Dells customers.

When choosing a distribution strategy a marketer must determine what value a channel member
adds to the firms products. Remember, as we discussed in the Product Decisions Tutorial,
customers assess a products value by looking at many factors including those that surround the
product (i.e., augmented product). Several surrounding features can be directly influenced by
channel members, such as customer service, delivery, and availability. Consequently, for the
marketer selecting a channel partner involves a value analysis in the same way customers make
purchase decisions. That is, the marketer must assess the benefits received from utilizing a
channel partner versus the cost incurred for using the services.

Benefits Offered by Channel Members

Cost Savings in Specialization Members of the distribution channel are specialists in

what they do and can often perform tasks better and at lower cost than companies who do
not have distribution experience. Marketers attempting to handle too many aspects of
distribution may end up exhausting company resources as they learn how to distribute,
resulting in the company being a jack of all trades but master of none.
Reduce Exchange Time Not only are channel members able to reduce distribution
costs by being experienced at what they do, they often perform their job more rapidly
resulting in faster product delivery. For instance, consider what would happen if a
grocery store received direct shipment from EVERY manufacturer that sells products in
the store. This delivery system would be chaotic as hundreds of trucks line up each day
to make deliveries, many of which would consist of only a few boxes. On a busy day a
truck may sit for hours waiting for space so they can unload their products. Instead, a
better distribution scheme may have the grocery store purchasing its supplies from a
grocery wholesaler that has its own warehouse for handling simultaneous shipments from
a large number of suppliers. The wholesaler will distributes to the store in the quantities
the store needs, on a schedule that works for the store, and often in a single truck, all of
which speeds up the time it takes to get the product on the stores shelves.
Customers Want to Conveniently Shop for Variety Marketers have to understand
what customers want in their shopping experience. Referring back to our grocery store
example, consider a world without grocery stores and instead each marketer of grocery
products sells through their own stores. As it is now, shopping is time consuming, but
consider what would happen if customers had to visit multiple retailers each week to
satisfy their grocery needs. Hence, resellers within the channel of distribution serve two
very important needs: 1) they give customers the products they want by purchasing from
many suppliers (termed accumulating and assortment services), and 2) they make it
convenient to purchase by making products available in single location.
Resellers Sell Smaller Quantities Not only do resellers allow customers to purchase
products from a variety of suppliers, they also allow customers to purchase in quantities

that work for them. Suppliers though like to ship products they produce in large
quantities since this is more cost effective than shipping smaller amounts. For instance,
consider what it costs to drive a truck a long distance. In terms of operational expenses
for the truck (e.g., fuel, truck drivers cost) lets assume it costs (US) $1,000 to go from
point A to point B. Yet in most cases, with the exception of a little decrease in fuel
efficiency, it does not cost that much more to drive the truck whether it is filled with 1000
boxes containing the product or whether it only has 100 boxes. But when transportation
costs are considered on a per product basis ($1 per box vs. $10 per box) the cost is much
less for a full truck. The ability of intermediaries to purchase large quantities but to resell
them in smaller quantities (referred to as bulk breaking) not only makes these products
available to those wanting smaller quantities but the reseller is able to pass along to their
customers a significant portion of the cost savings gained by purchasing in large volume.
Create Sales Resellers are at the front line when it comes to creating demand for the
marketers product. In some cases resellers perform an active selling role using
persuasive techniques to encourage customers to purchase a marketers product. In other
cases they encourage sales of the product through their own advertising efforts and using
other promotional means such as special product displays.
Offer Financial Support Resellers often provide programs that enable customers to
more easily purchase products by offering financial programs that ease payment
requirements. These programs include allowing customers to: purchase on credit;
purchase using a payment plan; delay the start of payments; and allowing trade-in or
exchange options.
Provide Information Companies utilizing resellers for selling their products depend on
distributors to provide information that can help improve the product. High-level
intermediaries may offer their suppliers real-time access to sales data including
information showing how products are selling by such characteristics as geographic
location, type of customer, and product location (e.g., where located within a store, where
found on a website). If high-level information is not available, marketers can often count
on resellers to provide feedback as to how customers are responding to products. This
feedback can occur either through surveys or interviews with resellers employees or by
requesting the reseller allow the marketer to survey customers.

Costs of Utilizing Channel Members

Loss of Revenue Resellers are not likely to offer services to a marketer unless they see
financial gain in doing so. They obtain payment for their services as either direct
payment (e.g., marketer pays for shipping costs) or, in the case of resellers, by charging
their customers more than what they paid the marketer for acquiring the product (termed
markup). For the latter, marketers have a good idea of what the final customer will pay

for their product which means the marketer must charge less when selling the product to
resellers. In these situations marketers are not reaping the full sale price by using
resellers, which they may be able to do if they sold directly to the customer.
Loss of Communication Control Marketers not only give up revenue when using
resellers, they may also give up control of the message being conveyed to customers. If
the reseller engages in communication activities, such as personal selling in order to get
customers to purchase the product, the marketer is no longer controlling what is being
said about the product. This can lead to miscommunication problems with customers,
especially if the reseller embellishes the benefits the product provides to the customer.
While marketers can influence what is being said by training resellers salespeople, they
lack ultimate control of the message.
Loss of Product Importance Once a product is out of the marketers hands the
importance of that product is left up to channel members. If there are pressing issues in
the channel, such as transportation problems, or if a competitor is using promotional
incentives in an effort to push their product through resellers, the marketers product may
not get the attention the marketer feels it should receive.

Channel Arrangements
The distribution channel consists of many parties each seeking to meet their own business
objectives. Clearly for the channel to work well, relationships between channel members must
be strong with each member understanding and trusting others on whom they depend for product
distribution to flow smoothly. For instance, a small sporting goods retailer that purchases
products from a wholesaler trusts the wholesaler to deliver required items on-time in order to
meet customer demand, while the wholesaler counts on the retailer to place regular orders and to
make on-time payments.
Relationships in a channel are in large part a function of the arrangement that occurs between the
members. These arrangements can be divided in two main categories: independent and
dependent.

Independent Channel Arrangement

Under this arrangement a channel member negotiates deals with others that do not result in
binding relationships. In other words, a channel member is free to make whatever arrangements
they feel is in their best interest. This so-called conventional distribution arrangement often
leads to significant conflict as individual members decide what is best for them and not
necessarily for the entire channel. On the other hand, an independent channel arrangement is
less restrictive than dependent arrangements and makes it easier for a channel members to move
away from relationships they feel are not working to their benefit.

Dependent Channel Arrangement

Under this arrangement a channel member feels tied to one or more members of the distribution
channel. Sometimes referred to as vertical marketing systems this approach makes it more
difficult for an individual member to make changes to how products are distributed. However,
the dependent approach provides much more stability and consistency since members are united
in their goals. The dependent channel arrangement can be broken down into three types:

Corporate Under this arrangement a supplier operates its own distribution system
in a manor that produces an integrated channel. This occurs most frequently in the
retail industry where a supplier operates a chain of retail stores. Starbucks is a
company that does this. They import and process coffee and then sell it under their
own brand name in their own stores. It should be mentioned that Starbucks also
distributes their products in other ways, such as through grocery stores and mail
order. As we will see in more detail later, Starbucks is using a multi-channel structure
to market their products.
Contractual Under this arrangement a legal document obligates members to agree
on how a product is distributed. Often times the agreement specifically spells out
which activities each member is permitted to perform or not perform. This type of
arrangement can occur in several formats including:
Wholesaler-sponsored where a wholesaler brings together and manages
many independent retailers including having the retailers use the same name
Retailer-sponsored this format also brings together retailers but the retailers
are responsible for managing the relationship
Franchised where a central organization controls nearly all activities of
other members
Administrative In certain channel arrangements a single member may dominate
the decisions that occur within the channel. These situations occur when one channel
member has achieved a significant power position. This most likely occurs if a
manufacturer has significant power due to brands in strong demand by target markets
(e.g., Procter &Gamble) or if a retailer has significant power due to size and market
coverage (e.g., Wal-Mart). In most cases the arrangement is understood to occur and
is not bound by legal or financial arrangements. (More discussion on channel power
can be found below.)

Factors in Creating Distribution Channels

Like most marketing decisions, a great deal of research and thought must go into determining
how to carry out distribution activities in a way that meets a marketers objectives. The marketer
must consider many factors when establishing a distribution system. Some factors are directly

related to marketing decisions while others are affected by relationships that exist with members
of the channel.
Next we examine the key factors to consider when designing a distribution strategy. We group
these into two main categories: marketing decision issues and channel relationship issues. In
turn, each of these categories contains several topics of concern to marketers.

Marketing Decision Issues

Distribution strategy can be shaped by how decisions are made in other marketing areas.
Product Issues
The nature of the product often dictates the distribution options available especially if the
product requires special handling. For instance, companies selling delicate or fragile products,
such as flowers, look for shipping arrangements that are different than those sought for
companies selling extremely tough or durable products, such as steel beams.
Promotion Issues
Besides issues related to physical handling of products, distribution decisions are affected by the
type of promotional activities needed to sell the product to customers. For products needing
extensive salesperson-to-customer contact (e.g., automobile purchases) the distribution options
are different than for products where customers typically require no sales assistance (i.e., bread
purchases).
Pricing Issues
The desired price at which a marketer seeks to sell their product can impact how they choose to
distribute. As previously mentioned, the inclusion of resellers in a marketers distribution
strategy may affect a products pricing since each member of the channel seeks to make a profit
for their contribution to the sale of the product. If too many channel members are involved the
eventual selling price may be too high to meet sales targets in which case the marketer may
explore other distribution options.
Target Market Issues
A distribution system is only effective if customers can obtain the product. Consequently, a key
decision in setting up a channel arrangement is for the marketer to choose the approach that
reaches customers in the most effective way possible. The most important decision with regard
to reaching the target market is to determine the level of distribution coverage needed to
effectively meet customers needs. Distribution coverage is measured in terms of the intensity
by which the product is made available. For the most part, distribution coverage decisions are of

most concern to consumer products companies, though there are many industrial products that
also must decide how much coverage to give their products.
There are three main levels of distribution coverage - mass coverage, selective and
exclusive.

Mass Coverage - The mass coverage (also known as intensive distribution) strategy
attempts to distribute products widely in nearly all locations in which that type of product
is sold. This level of distribution is only feasible for relatively low priced products that
appeal to very large target markets (e.g., see consumer convenience products). A product
such as Coca-Cola is a classic example since it is available in a wide variety of locations
including grocery stores, convenience stores, vending machines, hotels and many, many
more. With such a large number of locations selling the product the cost of distribution is
extremely high and must be offset with very high sales volume.
Selective Coverage - Under selective coverage the marketer deliberately seeks to limit
the locations in which this type of product is sold. To the non-marketer it may seem
strange for a marketer to not want to distribute their product in every possible location.
However, the logic of this strategy is tied to the size and nature of the products target
market. Products with selective coverage appeal to smaller, more focused target markets
(e.g., see consumer shopping products) compared to the size of target markets for mass
marketed products. Consequently, because the market size is smaller, the number of
locations needed to support the distribution of the product is fewer.
Exclusive Coverage - Some high-end products target very narrow markets that have a
relatively small number of customers. These customers are often characterized as
discriminating in their taste for products and seek to satisfy some of their needs with
high-quality, though expensive products. Additionally, many buyers of high-end products
require a high level of customer service from the channel member from whom they
purchase. These characteristics of the target market may lead the marketer to sell their
products through a very select or exclusive group of resellers. For all intents and
purposes all products available for purchase over the Internet are distributed in the same
way - mass coverage. So a better way to look at the three levels is to consider these as
options for distribution coverage of products that are physically purchased by a customer
(i.e., walk-in to purchase).

Channel Relationship Issues

A good distribution strategy takes into account not only marketing decisions, but also considers
how relationships within the channel of distribution can impact the marketers product. In this
section we examine three such issues:

Channel Power
A channel can be made up of many parties each adding value to the product purchased by
customers. However, some parties within the channel may carry greater weight than others. In
marketing terms this is called channel power, which refers to the influence one party within a
channel has over other channel members. When power is exerted by a channel member they are
often in the position to make demands of others. For instance, they may demand better financial
terms (e.g., will only buy if prices are lowered, will only sell if price is higher) or demand other
members perform certain tasks (e.g., do more marketing to customers, perform more product
services). Channel power can be seen in several ways:

Backend or Product Power Occurs when a product manufacturer or service provider

markets a brand that has a high level of customer demand. The marketer of the brand is
often in a power position since other channel members have little choice but to carry the
brand or risk losing customers.
Middle or Wholesale Power Occurs when an intermediary, such as a wholesaler,
services a large number of smaller retailers with products obtained from a large number
of manufacturers. In this situation the wholesaler can exert power since the small
retailers are often not in the position to purchase products cost-effectively and in as much
variety as what is offered by the wholesaler.
Front or Retailer Power As the name suggests, the power in this situation rests with
the retailer who can command major concessions from their suppliers. This type of
power is most prevalent when the retailer commands a significant percentage of sales in
the market they serve and others in the channel are dependent on the sales generated by
the retailer.

Channel Conflict
In an effort to increase product sales, marketers are often attracted by the notion that sales can
grow if the marketer expands distribution by adding additional resellers. Such decisions must be
handled carefully, however, so that existing dealers do not feel threatened by the new distributors
who they may feel are encroaching on their customers and siphoning potential business. For
marketers, channel strategy designed to expand product distribution may in fact do the opposite
if existing members feel there is a conflict in the decisions made by the marketer. If existing
members sense a conflict and feel the marketer is not sensitive to their needs they may choose to
stop handling the marketers products.
Need for Long-Term Commitments
Channel decisions have long-term consequences for marketers since efforts to establish new
relationships can take an extensive period of time while ending existing relationships can prove

difficult. For instance, Company A, a marketer of kitchen cabinets that wants to change
distribution strategy, may decide to stop selling their product line through industrial supply
companies that distribute cabinets to building contractors and instead sell through large retail
home centers. If in the future Company A decides to once again enter the industrial supply
market they may run into resistance since supply companies may have replaced Company As
product line with other products and, given what happened to the previous relationship, may be
reluctant to deal with Company A. As another example of problems with long-term
commitments, building contractors may be comfortable purchasing kitchen cabinets from
industrial suppliers. If Company A decides to change their reseller network they may find it
difficult to regain the building contractor customer base, who may continue to purchase from the
industrial suppliers but are now purchasing products from Company As competitors. In this
case, Company A may have to give serious thought to whether breaking their long-term
relationship with industrial suppliers is in the companys best interest.

Overall Distribution Design

Mindful of the factors affecting distribution decisions (i.e., marketing decision issues and
relationship issues), the marketer has several options to choose from when settling on a design
for their distribution network. We stress the word may since while in theory an option would
appear to be available, marketing decision factors (e.g., product, promotion, pricing, target
markets) or the nature of distribution channel relationships may not permit the marketer to
pursue a particular option. For example, selling through a desired retailer may not be feasible if
the retailer refuses to handle a product.
For marketers the choice of distribution design comes down to selecting between direct or
indirect methods, or in some case choosing both.

Direct Distribution System

With a direct distribution system the marketer reaches the intended final user of their product by
distributing the product directly to the customer. That is, there are no other parties involved in
the distribution process that take ownership of the product. The direct system can be further
divided by the method of communication that takes place when a sale occurs. These methods
are:

Direct Marketing Systems With this system the customer places the order either
through information gained from non-personal contact with the marketer, such as by
visiting the marketers website or ordering from the marketers catalog, or through
personal communication with a customer representative who is not a salesperson, such as
through toll-free telephone ordering.

Direct Retail Systems This type of system exists when a product marketer also
operates their own retail outlets. As previously discussed, Starbucks would fall into this
category.
Personal Selling Systems The key to this direct distribution system is that a person
whose main responsibility involves creating and managing sales (e.g., salesperson) is
involved in the distribution process, generally by persuading the buyer to place an order.
While the order itself may not be handled by the salesperson (e.g., buyer physically
places the order online or by phone) the salesperson plays a role in generating the sales.
Assisted Marketing Systems Under the assisted marketing system, the marketer relies
on others to help communicate the marketers products but handles distribution directly
to the customer. The classic example of assisted marketing systems is eBay which helps
bring buyers and sellers together for a fee. Other agents and brokers would also fall into
this category.

Indirect Distribution System

With an indirect distribution system the marketer reaches the intended final user with the help of
others. These resellers generally take ownership of the product, though in some cases they may
sell products on a consignment basis (i.e., only pay the supplying company if the product is
sold). Under this system intermediaries may be expected to assume many responsibilities to help
sell the product.
Indirect methods include:

Single-Party Selling System - Under this system the marketer engages another party
who then sells and distributes directly to the final customer. This is most likely to occur
when the product is sold through large store-based retail chains or through online
retailers, in which case it is often referred to as a trade selling system.
Multiple-Party Selling System This indirect distribution system has the product
passing through two or more distributors before reaching the final customer. The most
likely scenario is when a wholesaler purchases from the manufacturer and sells the
product to retailers.

Multi-channel or Hybrid System

In cases where a marketer utilizes more than one distribution design the marketer is following a
multi-channel or hybrid distribution system. As we discussed, Starbucks follows this approach
as their distribution design includes using a direct retail system by selling in company-owned

stores, a direct marketing system by selling via direct mail, and a single-party selling system by
selling through grocery stores (they also use other distribution systems).
The multi-channel approach expands distribution and allows the marketer to reach a wider
market, however, as we discussed under Channel Relationships, the marketer must be careful
with this approach due to the potential for channel conflict.

Establishing Channel Relationships

Since channel members must be convinced to handle a marketers product it makes sense to
consider channel partners needs in the same way the marketer considers the final users needs.
However, the needs of channel members are much different than those of the final customer. As
we noted in the Business Buying Behavior Tutorial, resellers seek products of interest to the
resellers customers but are also concerned with many other issues such as:

Delivery Resellers want the product delivered on-time and in good condition in order to
meet customer demand and avoid inventory out-of-stocks.
Profit Margin Resellers are in business to make money so a key factor in their decision
to handle a product is how much money they will make on each product sold. They
expect that the difference (i.e., margin) between their cost for acquiring the product from
a supplier and the price they charge to sell the product to their customers will be
sufficient to meet their profit objectives.
Other Incentives Besides profit margin, resellers may want other incentives to entice
them especially if they are required to give extra effort selling the product. These
incentives may be in the form of additional free products or even bonuses (e.g., bonus,
free trips) for achieving sales goals.
Packaging Resellers want to handle products as easily as possible and want their
suppliers to ship and sell products in packages that fit within their system. For example,
products may need to be a certain size or design in order to fit on a stores shelf, or the
shipping package must fit within the resellers warehouse or receiving dock space. Also,
many resellers are now requiring marketers to consider adding identification tags to
products (e.g., RFID tags) to allow for easier inventory tracking when the product is
received and also when it is sold.
Training Some products require the reseller to have strong knowledge of the product
including demonstrating the product to customers. Marketers must consider offering
training to resellers to insure the reseller has the knowledge to present the product
accurately.
Promotional Help Resellers often seek additional help from the product supplier to
promote the product to customers. Such help may come in the form of funding for
advertisements, point-of-purchase product materials, or in-store demonstrations.

Customer Service:
Customer service (also known as Client Service) is the provision of service to customers before,
during and after a purchase.
According to Turban et al, 2002, Customer service is a series of activities designed to enhance
the level of customer satisfaction that is, the feeling that a product or service has met the
customer expectation.
Its importance varies by product, industry and customer. As an example, an expert customer
might require less pre-purchase service (i.e., advice) than a novice. In many cases, customer
service is more important if the purchase relates to a service as opposed to a product".
Customer service may be provided by a person (e.g., sales and service representative), or by
automated means called self-service. Examples of self service are Internet sites.
Customer service is normally an integral part of a companys customer value proposition.

Customer Service and Marketing

As we have noted, to effectively manage customers marketers must be concerned with the entire
experience a customer has with a company. While much of the value sought by customers is
obtained directly from the consumption or use of goods or services they purchase (i.e., offers
benefits that address a need), customers satisfaction is not limited to direct product benefits.
Instead the customers buying experience covers the entire purchasing experience and is a mix of
product and non-product benefits.
When it comes to managing customers, an important non-product benefit that affects customers
feelings about a company is customer service, which is defined as activities used by the marketer
to support the purchasers experience with a product. Customer service includes several
activities including:

Training - services needed to assist the customer in learning how to use a product

Repair services needed to handle damaged or malfunctioning products

Financial Assistance services needed to help customers with the financial commitment
in purchases or using the product

Complaint Resolution - services needed to address other problems that have arisen with
customers use of a product

In many industries customers experience with a companys customer service can significantly
affect their overall opinion of the product. Companies producing superior products may
negatively impact their products if they back these up with shoddy service. On the other hand,

many companies compete not because their products are superior to their competitors but
because they offer a higher level of customer service. In fact, many believe that customer
service will eventually become the most significant benefit offered by a company because global
competition (i.e., increase in similar products) makes it more difficult for a companys product to
offer unique advantages.
Customer service manifests itself in several ways, with the most common being a dedicated
department to handle customer issues. Whether a company establishes a separate department or
spreads the function among many departments, being responsive and offering reliable service is
critical and in the future will be demanded by customers.

A shift from external to internal customers:

While companies focus thousands of dollars on external customer service in hopes of wooing
and retaining customers, little attention is being paid to the effect poor internal customer service
has on overall customer satisfaction. It all starts within your organization! Sooner or later the
ripple effect reaches your external customers. To really walk your service talk, your commitment
to internal customer service must match your company's external focus on customer care.
When we think of customer service we think of staff serving customers over a counter or over
the phone. But customer service occurs within your organization as well. How well does staff
serve its internal customers: other departments, its management, vendors and consultants?
Believe it or not, it all counts. Internal customer service refers to service directed to others within
your organization. It refers to your level of responsiveness, quality, communication, teamwork
and morale.
Internal Customer Service is defined as effectively serving other departments within your
organization. How well are you providing other departments with service, products or
information to help them do their jobs? How well are you listening to and understanding their
concerns? How well are you solving problems for each other to help your organization succeed?
Teaming with Success
How well do you work with other departments? Does your Marketing department communicate
well with the Legal department? Does sales relate well with Shipping and Receiving? Do
Catering and Facilities work well together? When it's time to communicate with others from
different departments do you take a deep breath, or smile and relish a chance to renew contact
with colleagues from elsewhere in the company?

As a manager you will always find yourself in the midst of a war between departments.
Production resented Editorial for the way they missed deadlines and delivered shoddy copy.
Conversely, Editorial had little respect for the resulting manuscripts they received back from
Production, full of errors and oversights. Poor teamwork, poor communication and myopic
thinking had led to a hardening of positions over time. They each cared about the finished
product but were putting pressure on each other without realizing it. Over time, both groups
came to appreciate each other and how to best work together to achieve win-wins for the greater
good of their customers.
Do you relish or dread committee work with other departments? Does it seem their aims are
contrary to your departments? When other departments contact you for help do you regard it as a
nuisance, a distraction and a drain of your valuable time? Can you see the greater good that
comes from helping them solve their problems or fulfill their needs?
Take pride in opportunities to help other departments look good. Obviously, you don't want their
success to come at your expense. Usually helping others doesn't mean you lose a zero-sum game,
where only one of you can win and helping others hurts you. In most cases helping other
departments leads to a win-win situation. And what goes around usually comes around. Helping
other departments succeed can help yours too when the roles are reversed.

Up with People
Good internal customer service starts with good morale within your group. Are your people
happy? Do they feel good about themselves and their contributions to the goals of the department
and to the company at large? They should, and effort should be made to help them do so. Happy
employees are productive, and customers take note. Happy employees are also better team
players. Will you fly the airline whose employees are striking with management or the airline
whose employees are management? Employees invested in employee stock purchasing plans
with matching contributions see themselves as much more a part of the company. Thus, as the
company goes, so goes their lot.
Who's On Top?
Many organizational charts employ an inverted pyramid with customers at top. Some companies
instead put their employees at the top. In many senses, the employees are management's
customers. Corporate values that emphasize treating employees well translate to good customer
care too. Does your organization value its people? Invariably, companies that care about their
people can better ask their people to care about their customers.

Catering to Customer Service Needs

Here are five tips for your organization to help strengthen its internal customer service
orientation.

Employees should never complain within earshot of customers. It gives them the
impression your company isn't well run, shaking their confidence in you.
Employees should never complain to customers about other department's employees.
Who wants to patronize a company whose people don't get along with each other?
Employees at every level should strive to build bridges between departments. This can be
done through cross training, joint picnics, parties or off-sites, or creative gatherings, as
well as day-to-day niceties.
Utilize post mortems after joint projects so everyone can learn from the experience. You
can mend fences and gain new understandings when everyone reviews what went
right...or wrong. By doing so after the project the immediate pressure is off, yet stronger
bonds can be forged while the experience is fresh in peoples' minds. Not doing so can
result in lingering animosities that will exacerbate future collaborations.
Let your employees become "Customer for a Day" to experience firsthand what your
customers experience when doing business with you.

Internal Customer Service: Getting Your Organization to Work

Together
Great customer service isn't just about serving the people outside your company.
Providing exceptional customer service lies at the heart of the mission of many organizations. It
is the central theme of books, articles, motivational seminars and business courses. Its value is
undisputed in business circles. What many companies fail to focus on, however, is the primary
path to exceptional customer service: internal customer service.
Internal customer service is the service we provide fellow employees and other departments
within our own organizations, as well as our suppliers and anyone else with whom we work to
get our jobs done. It is what we do when a colleague asks for information she needs to complete
her main task for the day; it is what we say when someone from marketing asks for the addresses
of good contacts; it is how we greet the vice president of sales when he walks into our office with
an "I need something from you" expression on his face.

All these things can be seen as interruptions that take us away from our "real" jobs, yet they are
vital to our company's success. If you see a gap between your "real" job and the needs of others

in your organization, you need to rethink what your real job is. In helping others in your
company, you help your company succeed. Superior internal customer service improves morale,
productivity, employee retention, external customer service and, ultimately, profitability. As
Arthur M. Blank, co-founder of Home Depot and owner of the recently acquired Atlanta Falcons
football team said in his keynote at the Metro Atlanta Chamber of Commerce's Small Business
Person of the Year Award luncheon, caring for your "associates" is fundamental to caring for
your customers and shareholders.

Here are some tips for creating that atmosphere:

1. Begin with your own perspective: Regard fellow employees and other departments as
your customers. Understand that helping your colleagues do their jobs more successfully
helps your organization and you. Therefore they are your customers. Treat them like
VIPs.
2. View interruptions not as nuisances, but as opportunities to serve your internal
customers. If you tend to view every interruption as a pothole in your road to success,
reexamine those interruptions. If someone interrupts you to share gossip, that's a pothole.
If someone interrupts you to ask for sales figures she needs to analyze sales team
performance, that's a necessary lane change that will get your company closer to its
destination. Learn to identify every real need from a colleague as a "necessary lane
change," and think of every "necessary lane change" as an opportunity to move your
organization closer to its goals. Take pride in helping your colleagues; enjoy your role in
sharing information and providing services that help others get their jobs done.
3. Exceed your internal customers' expectations. When someone exceeds your
expectations, how do you feel? Most people feel delighted, excited, upbeat and very, very
positive about that person and his or her organization. Think what you can accomplish in
your organization by exceeding the expectations of fellow employees. If human resources
ask for a list of important points to cover in an employee orientation, take time to think
about it and provide a thorough list of what you would want to know if you were being
introduced to a new job and company.
4. Say thank you. A simple, genuine "thank you" goes much farther to create an
atmosphere of sharing and helping than two such small words would suggest. Even when
it is a person's job to provide information or a product to you, tell them "thank you" when
they have done it. Express your appreciation of their timeliness in providing it. Explain
how it has made your job much easier. Show them your delight when they exceed your
expectations.

The (Dealers Help desk) DHD Process:

Function

CIG

Process

Retailer helpdesk process

Process Code

P/CSD/CIG/2181

Local Process Owner

Circle CIG Head

Local Process Champion

Circle CSD Head

Global Process Owner

MO Vertical Head CIG

Global
Champion

Process MO Functional Head - CSD

Value Streams:

Welcome
Acquisitio
n

Service

Visit
AV/CV

Network

Billing Collection
s

ARC

Call
Centre

Provisioni
ng

Retailer
helpdesk
Process

RetentionRefund

DHD Process Overview:

INTENT OF PROCESS
Retailer helpdesk is designed to cater the need of that Retailers/Distributor who is primarily
dealing with Pre-paid customers and also to their own LAPU account requirement.
SCOPE OF PROCESS

STARTS: Retailers. Distributors, prepaid shoppees and FSE dialing helpline number.
END: Answered calls coded in PACS.

CUSTOMER

CSD
Prepaid customer
Channel partners

OUTPUT

OCR given or SR raised

KEY PROCESS STEPS

As per the flow chart

INPUT

Call

SUPPLIER

Retailer/ Distributor or their representatives

Dealers Help Desk Process:

Start
Retailer/Distributor dial the dealer
helpline (circle specific) from his /her
mobile / landline

No

Is it a Retailer/
Distributor?
Yes
Call reaches IVR

Call does not get through

Is query
resolved at IVR?

Yes

No
Retailer/Distributor
presses 9 in IVR

CSR greets the

Retailer/Distributor

CSR identifies the

nature of the
issue.
Yes

No
OCR?

CSR provide resolution &

ends the call with standard
script

CSR raise SR in PACS & SLA

time given to Retailer/Distributor
with the SR number

CSR ends the call

with standard
script

Process ends

Key CTQs:
PARAMETER

CTQ

MEASURE

DEFECT
DEFINITION

UNIT

MEASURE MENT TARGET

METRIC

PCA 20
Service Level

* Ref Anx

Calls answered
in first 20sec

< 70% of calls

answered in 20
secs

PROCESS
MEASURES
Call resolved in
first attempt

Calls Answered FCR

FCR

SR
raised

% SR wrongly
raised

wrongly

Wait Time

Abandoned calls

Wait time

% Abandoned
Calls

JKQ

Each
Calls
answered

< 85%

(One Repeat )

Each
raised

Time Taken to
reach CSR

> I Minute

Each calls

Max wait time

Calls abandoned

>7%

Each
calls
abandoned

Total calls abandoned /

Total call offered

Total hold in a
call

Total hold time/Total

duration of a call

<30 sec.

Each call

Total time taken to

handle calls / Total
calls

=<110 sec

CSR
participation

JKQ scores

Each
call
received from
Retailers

Total call received /

Total Retailer base

Total SR raised

Average
handling time

Time taken to
handle each call

>110sec

Quiz scores

CSR quiz scores

JKQ for
<85%

NCT

As
per
target

AOP

Call
Retailer

1 Repeat

>2.5 % (till Q3
exit, 1.5% till Q4
exit.) of total SR
raised

>30 sec

hold

>70%

=>85%

Hold time/call

Average
time

Each
Call
answered

Total Calls answered in

first 20sec/ (Total Calls
offered Aban within
20sec )

per
Call per Retailer

Process Details- RETAILER HELPDESK PROCESS

SR

Cancelled SR/Total SR
raised

<2.5 %( till
Q3
exit,
1.5%
till
Q4 exit.)

<1 Minute

<7%

= > 85%
<
AOP
target

Sl.
No
1

Flow

Retailer/Distributor
calls helpline
number from his
/her mobile /
landline

2
Is it a
retailer/
distribut
or

Description

Timeli
ne

Retailer/Distributor
calls helpline number
from his /her mobile /
landline

As
& Service
When
Level

If
it
is
a
retailer/distributor then
call lands up at the
helpdesk IVR

CTQ

Respon
sibility

Retailer/
Distribut
or

Control
Rules/
Ref

>=70%

On call

go to step 4.

No
access
provided to a non
retailer/distributor.
On call
Process ends

No access
provided to
the helpline

IVR

Y
4

Is
quer
y
resolv
ed at
IVR?

Call
ends.
Process Ends

On call

IVR

5
Retailer/Distribut
or presses 9 on
the IVR

Retailer/Distributo
r presses 9 in IVR

Retailer/
Distribut
or

On call

6
CSR greets the
Retailer/Distribut
CSR
or identifies
the nature of the
requirement.

CSR greet the

Retailer/Distributo
On call
r

On call
CSR raise SR
in PACS & SLAY
time given to
Is
the
it
retailer/distribut
O
or to be N
C

CSR probes and

identifies
the

CSR

Call
Quality
Audit

CSR

As
per
partner
target

Output

customer.

nature
of
requirement

the
scores

CSR
provide
resolution & ends
the
call
with
standard
script.
Go to step 11.
On

FCR/
quality
audit
score

CSR

>=85%

call
CSR raise SR in
PACS & SLA time
given
to
the
retailer/distributor
to be informed to
customer.

CSR ends the

call with
standard
script

CSR ends the call

with
standard
script

10

11
Process ends

WORK INSTRUCTIONS

%
SR
wrongly CSR
raised

<2.5 %
( till Q3
exit,
1.5% till
Q4 exit.)

Average
handling
time

120sec.

CSR

Work Instruction
CODE

DESCRIPTIONS

W1

CSR should have 8 hours of login and 1 hour of break time

W2

CSR to report to work 15 minutes before shift for briefing and debriefing .

W3

CSRs will have an unique telephonic login ID or Nortel Login ID / PACS

login id / URL log in IDs.

W4

All CSRs to use the standard opening and closing script, and Use help file
for guidelines.

W5

Standard scripts to be used mandatory.

W6

Service request number to be given for SR's raised for Non OCR call type .

W7

PACs coding of all calls mandatory and to be 100% unique coding.

W8

Briefing and debriefing as per prescribed process format.

W9

No direct customer calls are allowed to be entertained at the Retailer

helpdesk. CSR to guide customer to call 121 toll free number .

W10

Only listed applications & URLs should be used at Retailer helpdesk.

W11

In case Retailer asks for supervisor, same should be adhered to.

W12

Bharti SPOC at Retailer helpdesk will monitor the Escalation dashboard

(Escalation dashboard will be maintained by RHD team leader, refer
Annexure 5) .

W13

Circle to compile the CTQ report and sent to MO by 3 rd of every. MO to

release the final report by 15thof every month

Annexure & Formats

Sl. No

Description

Details
Briefing
&
FORMAT

De-briefing

Format
Format

Call Script
helpdesk

F/MO/CSD/CIG/ RHD /03

Format

Channel FAQs

F/MO/CSD/CIG/ RHD /04

Format

Customer Care FAQs on

LAPU

F/MO/CSD/CIG/ RHD /05

Format

Escalation Dashboard

F/MO/CSD/CIG/ RHD /06

Format

Urls & Application

F/MO/CSD/CIG/ RHD /07

Format

Circle specific
numbers

1
2
3

Code
F/MO/CSD/CIG/RHD/01
F/MO/CSD/CIG/ RHD /02

Retailer

Helpdesk

F/MO/CSD/CIG/ RHD /01

Briefing & De-briefing FORMAT

Briefing /
Debriefing

Briefing
briefing

De-

General
New
offers/Schemes

Briefing

Process
modified/changed
Pain
AreasProcess/Operationa
l
Pain Areas-Admin
and HR

Debriefing

General

Detailed
discussionBriefing/
De-briefing
(*)

Feedback
from
CSR/Team
name

Actio
n
taken

By
Whom

By
When

TAT
committed

Status
as per
TAT

New
offers/Schemes
Process
modified/changed
Pain
AreasProcess/Operationa
l
Pain Areas-Admin
and HR

2. F/MO/CSD/CIG/ RHD /02

3. F/MO/CSD/CIG/ RHD /03
FAQs on LAPU-LAPU
(Brief for CSRs)
'Lapu Lapu' is the project name for Airtel's system of e-Coupons for prepaid..The product has
been launched with the brand name Easy Recharge. Easy Load eliminates the exchange of
prepaid coupons between distributors, retailers and prepaid customers. This is how the product
works:

Distributors shall load up the phones of his 'Feet on Street' agents with certain Rupee
values, using his secure PIN on his cellphone.
The Easy Load server at Airtel shall debit the values to distributor and Credit the
accounts of respective FoS agents
FoS agents shall load up retailer cell-phones using the same procedure (and secure PINs)
Customers shall be loaded up with the desired denominations by the retailers.
Each transaction will be confirmed by SMS and allocated a transaction ID.

Major Benefits of this System

Paperless Transactions which is possible Anytime, Anywhere and for Any amount.
No stock out anywhere in the Channel
Better utilization of channels working capital
Opportunity to attract cost-conscious subscribers who dont have enough money to reload.
Win customers from competitors
Opportunity to add on new class of Dealers

E-data on how much current stock/ how much sold to channel

Detail MIS available to you on the web

FAQs
Q. Will the way I pay for recharging change because of this?
No Sir/Madam you will pay for your recharge just as you do now. However the receipt which
you get must carry the Transaction ID as mentioned in the SMS received by you.
Q. So will Airtel paper coupons be withdrawn?
No Sir/Madam you have the option of recharging through paper coupons as you have been doing
in the past. Both the options of paper recharge and Airtel Easy recharge will co-exist at the same
time
Q. Will I need a new SIM?
No Sir/Madam. Your existing SIM will work as before you do not need to change it.
Q. So now I can get recharge worth say for e. g Rs.375?
Yes Sir/Madam you can get a recharge worth any amount now. However a minimum amount
from which the recharge will be possible is Rs. 10/- onwards. From this amount the processing
fee and service tax will get deducted and your account will get updated with the balance amount .
Q. Is this process safe & tested?
Yes Sir/Madam. It has application security, Password protection, Message Encryption.
Though it is latest technology, it is already being used by two leading players in Phillipines
SMART> 60% thru e-load (in 6 months)
GLOBE> 50% thru e-load (in 2 months)
Q. Will I be charged if I use the Airtel Easy recharge option?
No Sir/Madam the charges would remain the same as before.
Q. How do I know that my account has actually been updated?
Sir you can check it like you do in the case of a paper coupon either by dialing 123 or by
pressing *123# to get the balance on screen.
Q. What is the time taken for a recharge to happen?
The Recharge will happen within half a minute (30 secs) of the retailer sending the SMS.

Q. Can I use this recharge option, In another circle, when I am roaming?.

Yes, you can get a recharge done in Any of the Airtel circles. The Validity & Processing fee will
be as applicable in his home network.
Q. If a Retailer complains that he has topped up a customer and his Stock balance has reduced
but the customer did not get topped up.
The Retailer must give you the Transaction ID. You can use this transaction ID to check the
reports for the details of the transaction like MSISDN of the customer topped up & MSISDN
given by Retailer.

5. F/MO/CSD/CIG/ RHD /05

6. F/MO/CSD/CIG/ RHD /06

List of URLs / Application used by Cirlces - RHD

OR

503 Module

To check the Barring & Unbarring status of a sim

Lapu Module

To check the Lapu Balance, MPIN, Transaction Id

HLR

To check the Incoming, Outgoing call & O/G SMS profile

SMS Blast to customers information

To check the Grace Related SMS

Infobank

To check the Offers/Scheme/Product

CRBT

To check the Hello Tune Staus

Custinfo

To check the PUK & Vas Details

MINSAT

To check - Balance & Validity , Service Class , Fat Balance ,

Service removal date , Credit clearance date , Recharge
status , Denominations.

OTA

For sending OTA Settings of GPRS, MMS & FUN Service

Terminology & Abbreviations

Sl.No.
1

Short Forms

FULL FORM

Oracle application for call coding

PACS
FSE

CSR

Field Support Executive

Customer service representative

SR

Service Request

SLA

IVR

OCR

Service level agreement

Interactive Voice Response
Online Call Resolution

List of Query, Request and Complains (QRC):

QUERY ID
PSMS1

QUERY DESCRIPTION
Enquiry About downloading RT from543217/54321/Bada TOP UP/JOKE sms from 55170/Bonus on consumption
Offe

ADPR1

Enquiry About Bird S-199/ RCV 100/Special Value Voucher/ new 135SVV for 495 new Lifetime subscribers/Use of
Power Cards after Easy Charge Rs.99/cricket pack Dactivation/ std pack/daily decrement pack

PAKS1
RCHS1

Enquiry About FNF/98 Power card for 99 Easy Lifetime Offer /Local /STD Pack Activation /Deactivation
Enquiry About Top Up/RCV Recharge Denominations/

ACTD1
INVA1
RCHG1

Enquiry AboutSim Status

Enquiry About Cust Status/Retailer /Fos /Dist
Enquiry About Recharge Status

HTSC1
HBDS1
BALD1

Enquiry About MCA/Call Divert/Call Waiting/Deact of BGT/VAS Pack/Oriya Dhamaal on 52545/Mobile

FM/MUSIC STAION(57777)
Enquiry About Easy Recharge Server Status
Abusive Call ... /Nuisance Call .... /Call Drop
Enquiry About Call Details
Enquiry About Sim no against mobile no
Enquiry About any Offer /Product/ Scheme/Retailer SVV Promo
Enquiry About Procedure of Changing HT/HT Rental date/Procedure to change/download RBT/Hello Tune thru ussd
Code
Enquiry About HBO OFFER
Enquiry About Dedicated Baln of Retailer /FOS/DIST/cust

ABSO1
HTAD1
SMSP1

Enquiry About Voucher Status/Validity date of sim/Service Announcement

Enquiry About HT Deactivation / HT Deactivation thru USSD Code
Enquiry About SMS Pack/P2P SMS on black out days

INBA1

Enquiry About Negative Baln. Qry/Credit Clearance Date/Low Baln. Prompt for Call/TRANSFER FAILUER DUE
TO INSUFFICIENT BAL of Retailer /FOS/Dist

SEWK1
WRCL2
LTPR1

Enquiry About Transfer No. to Other Name/SIM Replacement/SIM Card Registration

Enquiry on LAPU REVERCIAL PROCESS
Enquiry Abt the Local/STD/ISD call charges/ ILD Tariffs/PCO/FWP

COMPLAIN
ID
BNRA3
ICPL3
DDBN2
BNCA2

COMPLAINT DESCRIPTION
Cos Not Changed/ Validity not Extended
Incoming calls problem - Local
MINSAT,Other Module Downtime
PACS Down,CDRs not available

AWCC3
LSMS3

Autoactivation of VAS Pack,Crk Pack,Voice Chat,GPRS,Music Station,MCA and Instant Messanger

Complaint related to Local SMS issue

WAVS3
WBAR3
ANRC3
LAPD2
ACTP3
BNRA2
BDPA3
OGCL3
SEWK2

Auto Renewal of VAS Pack,Crk Pack,Voice Chat,GPRS,Music Station,MCA and Instant Messanger
Pef Barring
Complaining About Balance not received after recharge
Customer not able to recharge due to LAPU downtime
New SIM not activated after TAT/
Cos Not Changed/ Validity not Extended within TAT
Main / Dedicated Account Balance Deduction
Outgoing calls problem - Local
Duplicate SIM not activated, within TAT

GIFT3
HTNP3
INVR2
INDL3

HBO Offer, Promotional FAT Related Issue/IN Decrement FAT not credited
Customer complaint related to Hello Tune not playing at all
Complaining About 123 IVR not working
Complaint related to indoor coverage issue

OVCR2
PAKS2

Complain about Cricket Pack activated but not recieving SMS /Not able to activate/deactivate VAS / Cricket Pack
Decrement Pack not getting Activated or Deactivated within TAT

OVCR1
ERCR1
CBSD1
CDIA1
SIME1
GIFT1

Airtels Distribution Channel

Airtel follows indirect intermediaries distribution system. The distribution channel comprises
of
PRODUCER DISTRIBUTOR RETAILER CONSUMER.
The end customer in the distribution channel is the Retailer, who is an internal customer. This is
the reason, it is necessary to understand the buying behavior of the target customers. Airtel has
taken immense measures to fulfill the needs of its target customers, thus increasing the level of
customer satisfaction. The incentives and the facilities available for the retailers certainly lure the
Retailers drive the market forward. Airtel follows both push and Pull strategy to be the market
leader.

SALES
Airtel introduces various new offers
for the customers almost everyday which clearly shows the
Department
Pull Strategy. It imposes target on the distributors and the retailers and forces them to achieve
that, reflects the Push strategy.

Sales:This

department is responsible for the distribution of services from the Point of

Production (POP) to the Point of Sales (POS). Here the physical distribution process is used.
Airtel Orissa Circle has been divided into two areas, Urban and Rural. Urban area consists of 4
zones, Bhubaneswar (BBSR), Balasore (BLSR), Berhampur (BRAH), and Sambalpur (SBLP).
Each zone has a zonal branch manager (ZBM). Under each ZBM there are Sales Manager (SM)
who looks after the Distributors assigned to them. There are Territory Managers (TM) who report
(SM) under each ZBM
to theDifferent
SMs. Each TM isSALES
assigned toMANAGERs
one or more distributor.
For the Rural, there are ZSMs who handle the area assigned to them.
There is a Sales head, who leads the entire Orissa team. A Strategic personnel looks after the
entire 4 zones and monitors the ZBMs and ZSMs. A particular target is set and assigned to all the
TMs
TMs
TMs
TMs
TMs
TMs TMs
TMs
ZBMs. This carried forward by the ZBMs to the SMs and the target flows in a hirerchy. Again
the TMs role becomes very important. He is monitored by the SMs and is responsible to control
over the Distributor whose FOS will be directly in the market.

Flow of information in Airtel:

All DISTRIBUTORS in different

Zones

FOSs and Fes appointed by distributor

RETAILERS

ZBM,
BBSR

ZBM, BLSR

ZBM,
BRAH

ZBM, SBLP

Role of different Channel Partners:

Role of SM:
A SM is a Sales Manager who monitors the TMs on daily, weekly and monthly basis. Each zone
has 2 or more SMs. The SMs are monitored by the ZBMs. The SM gets the target weekly and
monthly from the ZBMs and floats this target to the TMs and eventually towards the Distributor
and Retailers. A SM is responsible to monitor 4 TMs.

Role of TMs:
A TM is the territory manager who monitors the DISTRIBUTORS/ Retailers/ FOS/ Runner and
FE on a day to day basis. Overall the zone is monitored by the Sales Manager. The TMs ensures
better service for the distribution of the products of Airtel including SUKs, SKUs, and HBOs. He
directly controls the distributor and gives the target to the distributor which has been assigned by
his immediate controller i.e. the SM. He sets the target on weekly and monthly basis to the FOS.
He also ensures better distribution is being done by the FOS. A TM monitors 2 or more
Distributors and their down line.

Role of Distributor:
Distributor is the most important channel partner in the distribution channel of the telecom
industry. Distributor is directly related to the company and the middle man for the retailers in the
company. Distributor carries the command and the service from the company and provides it to
the retailers who ultimately sell it to the customers. To be a Distributor of Airtel, the agency
should be a dealer of any FMCG products for at least 5 years. Airtel assigns a particular area to a
distributor and defines the market which it has to handle. Then the distributors work starts. The
distributor along with the TM locates the retail counters of a particular area and the business
starts on. The FOS and the runner are recruited by the distributor who carries the products and
services to the retailers.

Role of FOS:
A FOS is a person recruited by the distributor who is responsible to go to the market and make
available the products to the retailers. Each distributor has around 7 to 8 FOS according to the
area assigned to the distributor. These FOS represents the distributor and the company and is in
contact directly with the retailers. FOSs basic job is to provide the required products as SIM ,
RCVs and LAPU amount to the retailers. Being the representative of the company he personally
provides information regarding the new offers and schemes to the retailer. Though the retailers
get the information on their mobile phone regarding the offers, but certain clarification is also
made by the FOS. Any problem faced by the retailers is to be solved by the FOS. The FOS
collects everyday the products like SIM, RCVs, LAPU amount etc from the distributor and goes
to the retailers. Each FOS has been assigned a particular Beat plan. (A Beat plan is a particular
market of a particular area). Nowadays a FOS is also known as Field Sales Executive (FSE).
E.g. Balaji Traders is a distributor in the Bhubaneswar zone whose area has been assigned from
Vani-Vihar to Fire Station square. This distributor has recruited 8 FOSs who looks after the entire
assigned area.

Role of Runner:
A Runner is a person recruited by the distributor who is responsible to collect the documents
from the retailers. This person is also responsible to provide the banners and posters to the
retailers. The Runner gets Rs 4 for collecting a filled APEF.
E.g. Balaji Trader has recruited 6 Runners who are looking after the entire assigned area to
collect document and checking the merchandising.

Role of Front-end Executive (FE):

FE collects the filled up documents collected by the Runner and checks whether all the
documents meet all the parameters of APEF compliance. After scrutinizing the forms, he is
responsible to send those forms to the Airtel office. This person is also responsible for unbarring
the numbers by sending message to 502. This executive is also called as APEF Coordinator.

Role of Retailer:
Retailer is the most important chain of the distribution channel. This is because he is the person
who comes in direct contact with the customers He is the end customer for Airtel sales in the
distribution channel. Airtels main aim is to have more acquisition or activation because this
eventually increases the sales of SUK and RCVs. Though Airtel sales people visit the market
timely but the retailers are always in the market and they only can say about the pulse of the
market. Though the retailers act as point of sale it does some other jobs as such it flows the
message of the market demands and needs of the company.

Research Methodology:
Airtel follows Six Sigma process for all projects.

What is Six-Sigma?
Six Sigma is a business management strategy, originally developed by Motorola, that today
enjoys wide-spread application in many sectors of industry.
Six Sigma seeks to identify and remove the causes of defects and errors in manufacturing and
business processes. It uses a set of quality management methods, including statistical methods,
and creates a special infrastructure of people within the organization ("Black Belts" etc.) who are

experts in these methods. Each Six Sigma project carried out within an organization follows a
defined sequence of steps and has quantified financial targets (cost reduction or profit increase).

Hence the widely accepted definition of a six sigma process is one that produces 3.4
defective parts per million opportunities (DPMO). This is based on the fact that a
process that is normally distributed will have 3.4 parts per million beyond a point that
is 4.5 standard deviations above or below the mean (one-sided capability study). So
the 3.4 DPMO of a "Six Sigma" process in fact corresponds to 4.5 sigmas, namely 6
sigmas minus the 1.5 sigma shift introduced to account for long-term variation. This
is designed to prevent overestimation of real-life process capability.
Six Sigma has two key methodologies: DMAIC and DMADV, both inspired by
Deming's Plan-Do-Check-Act Cycle. DMAIC is used to improve an existing business
process; DMADV is used to create new product or process designs.

The DMAIC process:

It stands for Define, Measure, Analyze, Improve, and Control.
DMAIC refers to a data-driven quality strategy for improving processes, and is an integral part of
the company's Six Sigma Quality Initiative. DMAIC is an acronym for five interconnected
phases: Define, Measure, Analyze, Improve, and Control.
Each step in the cyclical DMAIC Process is required to ensure the best possible results. The
process steps:

Define the Customer, their Critical to Quality (CTQ) issues, and the Core Business Process
involved.

Define who customers are, what their requirements are for products and services, and
what their expectations are
Define project boundaries the stop and start of the process
Define the process to be improved by mapping the process flow

Measure the performance of the Core Business Process involved.

Develop a data collection plan for the process

Collect data from many sources to determine types of defects and metrics
Compare to customer survey results to determine shortfall

Analyze the data collected and process map to determine root causes of defects and
opportunities for improvement.

Identify gaps between current performance and goal performance

Prioritize opportunities to improve
Identify sources of variation

Improve the target process by designing creative solutions to fix and prevent problems.

Create innovate solutions using technology and discipline

Develop and deploy implementation plan

Control the improvements to keep the process on the new course.

Prevent reverting back to the "old way"

Require the development, documentation and implementation of an ongoing monitoring
plan
Institutionalize the improvements through the modification of systems and structures
(staffing, training, incentives)

Research Topic:
A study to minimize calls of dealers at Dealers Help Desk (DHD) for Bharti
Airtel, Orissa Circle.

Business Case:
Satisfying both internal and external customers of the company along with increasing revenue is
the main motive of the Service industry. At the advent of cut-throat competition in the telecom
sector in Orissa, with the entry of Vodafone and with the presence of other six players, it is a
direct business need to reduce service OPEX and improve channel satisfaction. Hence reducing

calls at DHD is an essential strategic business project in order to reduce Service OPEX of CSD
and to enhance channel partners satisfaction.

Objective of the research:

To carry out end to end study for identifying potential root causes for calls at DHD.
To recommend solutions to streamline internal process in order to reduce calls at DHD,
this will ensure high level of channel partner satisfaction.
To achieve Calls per Retailer (CPR) 5.00 by July 31st.

Scope of the Research:

Longitudinal: The Project objectives will be achieved by 31st July.
Lateral: 1. In-Scope:

All urban and rural Distributors of Orissa circle.

All Retailers of Orissa Circle.
All FOSs and REs

2. Out-Scope:

Prepaid subscribers
Postpaid subscribers
ARCs
Other Airtel circles in India

Research Design:
Research Type:
Descriptive Research- This research is undertaken to describe answers to questions of
Who, Where, When, and How. Descriptive Research is desirable when we wish to project
studys findings to a larger population. The description is used for frequencies, averages,
and other statistical calculation.

Sources of Data:
o Marketing Department at Airtel, BBSR
o CSD at Airtel, BBSR

o MCL contact center

Sample Size:
All calls at DHD for the month of April and May.

Tools Used for Data Analysis:

o
o
o
o

Analysis was done using software like

Microsoft Excel
Microsoft Access
MINITAB

The Analysis:

BASELINE STATISTICS VALIDATION- DAILY CALLS AT DHD (APRIL 08

STATUS)

Baseline Statistics:1. Sample Size: 23 days of April

2. After normalization, 11421 calls per day
3. 1st Quartile (25% of the days) 9788 to 10949 calls
4. Median (50% of the days) 9788 to 11443
5. Special Causes on 2nd,6th,11th and 14th April (Ignored while base lining)

Sources of Variation (SOV):

1. SOV - Query-ID wise (80% contribution)
Query Id

Count Of Query Id Percentage

PSMS1

43690

15.76%

PAKS1

39041

14.08%

INVA1

16772

6.05%

ADPR1

15796

5.70%

ACTD1

13225

4.77%

RCHS1

10931

3.94%

ERCR1

9242

3.33%

OVCR1

8676

3.13%

HTSC1

8583

3.10%

RCHG1

8327

3.00%

CBSD1

8318

3.00%

BLNK1

7679

2.77%

HBDS1

6789

2.45%

SIME1

5700

2.06%

HTAD1

5102

1.84%

TPIN4

5048

1.82%

CDIA1

5021

1.81%

BALD1

4363

1.57%

2. SOV - QRC wise & Call status wise

Case Type

Count Of Case Type

Percentage

COMPLAINT

13496

4.9%

QUERY

254851

91.8%

REQUEST

9268

3.3%

Status

Count Of Status

Percentage

CLOSE

268439

96.69%

OPEN

9177

3.31%

3. SOV - Retailer wise (Based on upto 23rd April Calls)

1. Normal Cause Dealers Statistics

2. Special Cause Dealer Statistics

Observation:1. Out of 47800 retailers, 38612 retailers called up DHD

2. 31183 retailers, i.e. 81% retailers make 1-11 calls per month
3. Rest 7429 retailers, 19% retailers make 12- 383 calls per month (QUICK WIN
OPPORTUNITY)

QUICK WIN OPPORTUNITY

The main aim is to recognize the low productive and high calling dealers and take
necessary steps to minimize their calls.
This will bring down the overall CPR below the present average

Break up of the dealers:

Before:

After

Total Calls : 2,77,613

If the average calls of 3rdrd and 4thth

quartile dealers is brought down
to 10.

Total dealers making calls in April

:38,613

Total calls (of 3rdrd and 4thth

quartile) becomes : 37,400

Net Average calls : 8

Total calls for 3rdrd and 4thth quartile:
1,20,785
Total no of dealers : 3740

Take
necessary
actions

Net Total no of calls becomes :

1,94,228
Reduction in calls : 83,385

Average calls for 3rdrd and 4thth

Now the
Focus: is32on
quartile
dealers

Net Average calls : 5

Now the main focus is to recognize the:

3rd quartile Retailers making calls between 19 -26

4th quartile Retailers making calls between 19 -26

Details of Retailers making calls between 19 -26

No of dealers

1856

Total calls made

40721

Average calls per dealers

21.95

Total no
(April)

of

activations

made 18,105

Total tertiary (April)

3,96,51,033

Matrix to find non productive Dealers calling between 19 - 26

Details of Retailers making calls above 26:

No of dealers

1,673

Total calls made

66,541

Average calls per dealers

39.79

Total no of activations made (April)

21,819

Total tertiary (April)

4,54,31,701

Matrix to find non productive Dealers calling above 26:

Now it was important to recognize these dealers and plan the action according to the
priority.
The action plans were decided after a lot of brain storming,

Comparison with May Data:

SOV based on Case Type:
ORISSA CIRCLE
Case Type
COMPLAINT
QUERY
REQUEST

CountOfCase Type
14010
271515
15217

SOV zone-wise QRC:

ZONE

QUERY

REQUEST

COMPLAINT

Total Zone Wise

BHUBANESWAR

106272

5345

5546

117163

BALASORE

52382

2893

2576

57851

BERHAMPUR

32001

1871

1692

35564

SAMBALPUR

56768

3079

2983

62830

OTHERS

24092

2029

1213

27334

TOTAL CIRCLE

271515

15217

14010

300742

Graphical

Representation:

Zone-wise QRC compared with April:

ZONE

SUBBASE APR

SUBBASE
MAY

BHUBANESWAR

18904

19985

ZONE

Query

Request

Complaint

BALASORE

8290

8794

BHUBANESWAR

90.7

4.6

4.7

BERHAMPUR

6440

7217

BALASORE

90.5

5.0

4.5

SAMBALPUR

9958

10485

BERHAMPUR

90.0

5.3

4.8

OTHERS

3888

9832

SAMBALPUR

90.4

4.9

4.7

Grand Total

47480

56313

OTHERS

88.1

7.4

4.4

Count of unique dealers Zone-wise (May)

Count of UNIQUE Dealer No
ZONE

Total

BBSR

13240

BLSR

6039

BRAH

4253

SBLP

6967

OTHERS

10222

Grand Total

40721

Zone-wise comparison of CPC with April :

ZONE

SUBBASE

Total (Q+R+C)

CPC

Unique (Q+R+C)

Unique CPC

BHUBANESWAR

19985

117163

5.86

13240

8.85

BALASORE

8794

57851

6.58

6039

9.58

BERHAMPUR

7217

35564

4.93

4253

8.36

SAMBALPUR

10485

62830

5.99

6967

9.02

OTHERS

9832

27334

2.78

10222

2.67

Grand Total

56313

300742

5.34

40721

7.39

Retailer Vs Complains (for May):

Retailer Vs Complains (for April):

Action Points:

Based on the above comparison between April and May, some action points were planned for
implementation. The action points were decided after a lot of brain storming sessions.
The lists of Action Plans are as follows:
1. For Red Zone & Blue Zone Retailers (very critical priority):
Service Camp
Planned for Zones:
BBSRBLSRBRAHSBLPRecognizing their all sources of information like
SMs
TMs

Providing them with effective training.

FSEs
Doing a gap analysis for all the retailers.
Providing the retailers with all possible information about the products and
services.
2. Share all actions on Query ID which are contributing higher to DHD calls.
3. Find out calls per month for those retailers (red & blue zone) for the month of March
and May.
4. An outbound calling program for frequent callers. (planned to start on 10th June)
5. To look into the problem of blue zone > 26 calls retailers with Query ID ABS01and
ACT

Conclusion:

Internal customer service is the service we provide fellow employees and other
departments within our own organizations, as well as our suppliers and anyone else
with whom we work to get our jobs done. Distributor is one of the most important
channel partners in the distribution channel of the telecom industry. Distributor is
directly related to the company and the middle man for the retailers in the
company. Along with Distributors, Retailers are also very important chain of the
distribution channel. This is because he is the person who comes in direct contact
with the customers. Satisfying them with solving their queries will ultimately lead
to customer satisfaction. A satisfied channel partner will make fewer calls to DHD,
thus decreasing the total no of calls at DHD. This will ultimately lead to reduction
in OPEX along with satisfaction of Channel partners.

Recommendations:

The main aim of this project is to minimize the calls at DHD, thus decreasing OPEX. Hence
these steps can be implemented to get desired result. This will definitely decrease the CPC.

1. Service Camp:

These Camps will be specially designed for the retailers and distributors to train
them on methods to solve customer queries and complains.
These camps will be organized in all the 4 zones in good hotels.
These camps will include personnel from CSD of Airtel and professional trainer.
These camps will even target to train the TMs, FOSs and FEs.
The camps will aim to solve upon the queries which counts for the maximum calls
at DHD.
These camps will be organized frequently.

2. Booklets:
It has been planned to provide the Retailers and Distributors with enough information, so
that they can serve the customers efficiently, without any assistance. The main aim of this
booklet will be to flood the channel partners with lot of information.

These booklets will contain service to all general queries.

The booklet will be printed in easily understandable language.
The booklet will be printed in English, Hindi and Oriya.
These booklets will be revised according to new offers and plans.

3. Sending SMS:
The Retailers and Distributors will be sent SMS everyday regarding new offers and plans.
This will help the channel partner to know the processes better.
The SMS will also be sent to TMs, FOSs and FEs, this will help them to serve the
customers better and will finally lead to less calls at DHD.

4. Frequent visit of FOSs and FEs.

The frequency of visit of FOSs and FEs will be increased for both rural and urban
retailers. This will help in solving the Retailers problem easily and with personal touch.
This will discourage the Retailers from giving a call to DHD.

5. Regularize the Process:

The analysis methods will be implemented as a regular process for the CSD and the
findings will be shared by the top level executive, especially marketing department.

Bibliography:
Web Based:

 http://www.airtel.in
http://www.wikipedia.org
http://www.enterprenuer.com
http://www.knowthis.com
http://www.isixsigma.com
http://www.tutor2u.net
http://www.smallbusinesssuccess.biz
http://customerservicezone.com
http://www.knowthis.com
http://www.tc.umn.edu

Reference Books:
Marketing Management by Philip Kotler, Kelvin Lane Keller, Abraham
Koshi and Mithileswar Jha, Pearson Education, 12th Edition.
Management Research Methodology, by K.N.Krishnaswamy, Siva
Kumar and M. Mithirajan, Pearson Education.
Research Methodology: Methods and Techniques by C.R.Kothari, New
Age International (P) Ltd,