Bharti Airtel is the flagship company of Bharti Enterprises. Established: July 07, 1995, as a Public Limited Company.

Future Vision: By 2010 Airtel will be the most admired brand in India. Proportionate Revenue: Rs. 369,615 mil (year ended March 31, 2009Audited). Customer Base: 100 million. Airtel has a footprint in all the 23 telecom circles with a customer base of 100 million as of May 2009. Airtel has a market share of 24.7% as of March 2009. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs)Bharti Airtel Airtel Telemedia Services Enterprise Services

Mobile Services

EIGHT BUILDING BLOCKS OF CRM

As part of our vision, we intend to provide Airtel services anywhere and at any time. A customer would get the same quality of service no matter which of our call centers the customer contacts.

It is vital for us to manage the expectations of our customers and provide them with innovative products and services in a manner which makes them loyal.

CRM VISION
Empowering People - to do their best Being Flexible - to adapt to the changing environment and

evolving customer needs

Making it Happen - by striving to change the status quo,

innovate and energize new ideas with a strong passion and entrepreneurial spirit good

Openness and transparency - with an initiate desire to do

Creating Positive Impact with a desire to create a

meaningful difference in making the experience with the product/service better

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.

Objectives
Provide a single window of service pan-India

across all 23 circles. Process data and manage our large customer database. To be in sync with our culture of thinking fresh and delivering more. Provide around the clock service anytime, anywhere.

Effective Interaction

 The First telecom company in the world to receive the

ISO 9001:2000 certification from British Standards Institute Constant innovation of CRM technology apt for the growing market. Innovative VAS: e-recharge, e-recharge using SMS The First to deploy Voice Quality Enhancers to improve voice quality and acoustics

 Already a leader in B2C, now venturing into B2B

Bharti Airtel & Cisco. Oracle for CRM software. Tie up with Nokia, Black Berry. Outsourced their VAS to Comviva. Data feedback through Channel partners. High-end servers from Sun and HP. Partnered with IFFCO to offer applications like crop prices, weather updates & voice based interface to rural market.

Pegging Their Clients Inviting Them Into Slippery Slope Conquered CRM Gets Into Its Element A The Fold And Bouquets Garlands Airtels ability to marks the start of The first collection chart out anstage combines provisioning see an Airtel client process This stage may planned welcome wishing Airtels well This average and cross selling. Analytical up-selling life cycle allows it to verification. Airtelincludeskeep churn down , Airtel uses to leave. To aavisit from a service and activates market different services. The module steps in, CRM has customers account retention policies and loyalty processes to to make andrepresentative and a call informing makes a CRM is divided into operationscan of the customer based Airtel help line:121.At the every attempt count since clients bring clients back to the fold. Many clients clients of the first rating and analytical. The operations only be approached only a on the application.are won of this stage their first bill is fixed end back. CRM of times. numberdeals with billing etc. generated.

 Post deployment, the company now manages a single application

stack as opposed to the management of multiple applications predeployment. performance of teams and resources can also be monitored.

MIS reports can now be viewed in real-time and online and

The application also allows segregation of work at a team/individual

level.

It has also given the company access to a single knowledge

repository at a common level.

With the deployment, the company can now resolve customer faults

7 percent faster and has managed to reduce the re-occurrence of faults or multiple failures by 3 percent.

 The analytical module sits on a data warehouse, which contains

Customer profiles, usage patterns, demographics, revenue per customer, and other information.

After Mr. XYZs frantic call, for instance, Airtel offered to bump

up his credit limit but also urged him to move to a talk plan that involved a higher monthly rental, cheaper talk time and smarter roaming rates. servicing customers.

In the main, however, CRM is associated with retaining and

Market analytics of a ready customer database can do wonders

in converting prospective customers into real ones.

Oracle CRM Operational CRM Went live in Q1 04 Technology partners- Oracle, SUN micro-systems, Work flow IBM and Day activities Day to HP. IVR provided by Nortel-integrated to Oracle CRM.

Analytical CRM Customer information Business development

 Marketing

Planning
Campaign Management Lead Management

Sales
Activity Management Knowledge Management (FAQs, How to Guides)

Call center Support

Opportunity Management

 After implementation of the Oracle CRM, Airtels now implementing e-CRM. e-CRM implementation partner is IBM. Would provide a host of services now running on Oracle CRM Online customer support Customer profiling Web interface Sales management for vendors

Extranet 3G, ATM recharge, m-cheque. Better use of internet (Direct Communication channel) The way ahead - currently implementing i-CRM.

Marketing Automation Predictive modeling Campaign Management Historical Analysis

E-Channels
CRM Data Repository

E-promotion
Interests/Pref

Email Web Call Center Orders Billing

Pers Content Sales Call Purchases

Cases closed same day. Number of cases handled by agent. Number of service calls. Average time to resolution. Average number of service calls per day. Percentage of service renewals. Customer satisfaction level. Complaint time-to-resolution. Average number of service requests by type Percentage compliance with service-level agreement (SLA).

Three Step Program Evaluation Internal restructuring and re-engineering Implementation

Step 1

Technology Evaluation Gap Analysis

Step 2

Internal Restructuring Reengineering

Step 3

Pilot Program Feedback Cycle

People Technology Processes

engineer systems around new implementation Integration of otherwise independent services across all 23 circles systems Training for all related employees newer Convergence helps to provide Best products too can fail because of poor training. Porting like from each system which went services data up selling of relevant schemes, into terabytes. customized SMS burst etc. Maintaining existing service levels at the Design proper work flow automation. time of transition. Facilitating and enabling knowledge sharing.
Need to work harder to create processes and re-

 Functional

Monitoring how customers interact with Airtel using

various modules of CRM. Visibility of business transactions across India Operational Monitor SLAs Maintenance and modification Data flow

 Change Management

Oversee enhancement
Constantly improve customer experience Aligning CRM to Airtels vision and growth objectives.

Finding the right CRM managers has been a burning

issue in India.

Most (9) of the existing customers who were interviewed were not happy with the customer service levels offered .They The customers who were complained that Airtel, happy (6) with the service, mentioned;
Charged them for servicesprovided was unmatched; That the roaming service not taken. Issued services unaskedof services which they received was fulfilling; That the up-gradation Connectivity and call drops; bills; The ease of payment of phone That addressing of needs through specific packages whichin answering The the service 121- the helpline was not really helpful worked all queries as well as addressing the complaints; well for them (students/youth/SIMS). That the complaints went unanswered for a long time; That the complaints were best solved through online complain resolution, by shooting a mail to the nodal officer by citing reference number of contact with the call centre executive.

 Build a Team

Dialogue With Your

Business Objectives
Differentiate Customer Experience

Goals Integrated Customer Strategy Define & Map Data Requirements Standardize Data

Customers Get Personal Develop Success Metrics Customer Engagement Programs Collect Data Test, test, test Monitor

 Automate Processes

Empower Staff
Keep It Simple Communicate

TOTAL CUSTOMER EXPERIENCE