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A REPORT

ON
WELCOME VISIT
CSMM SCORE
IMPROVEMENT
OF

Company Guide:-
Mentor:-
Ms. Parul Khullar Ms.
Jasveen Kaur
Assistant Manager
Professor
Bharti AirtelLimited IBS,
Chandigarh
Submitted By:-
Manjot Kaur Banga
Enrollment Number:-08BS0001647
Batch:-2010
Declaration

I declare that the project entitled “Welcome Visit CSMM Score Improvement” conducted at
Bharti Airtel Limited is a record of independent analysis work carried out by me during the
academic year 2008-10 under the guidance of my faculty guide Prof. Jasveen Kaur of ICFAI
Business School, Chandigarh, and my company guide, Ms. Parul Khullar, Bharti Airtel
Limited.

I also declare that this project is the result of my effort and has not been submitted to any other
University or Institution for the award of any degree, or personal favor whatsoever. All the
details and analysis provided in the report hold true to the best of my knowledge.

Place: Chandigarh Manjot Kaur Banga


Date: 18th May, 2009 08BS0001647

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Acknowledgement

The preparation of this project report has been a great learning experience for me. It has given
me an opportunity to interact with some of the excellent human beings.My work could not have
been done without the guidance, help and support of a lot of people.
First and foremost I offer my sincerest gratitude to my Company Guide, Ms. Parul
Khullar who has supported me throughout my project with her patience and knowledge whilst
allowing me the room to work in my own way. One simply could not wish for a better or
friendlier supervisor.
If I call Ms. Parul Khullar, the facilitator, then I must mention my mentor and esteemed
teacher, Ms. Jasveen Kaur, who kept me motivating throughout the course of my study. I would
like to thank her for her invaluable support, encouragement, supervision and useful suggestions
throughout this study. Her moral support and continuous guidance enabled me to complete my
work successfully.
I would also like to thank my cheerful group of fellow trainees and friends who have
been a great support throughout.
I am as ever, especially indebted to my parents, for their help and support which enabled
me to complete the project report successfully.
Lastly, I would like to acknowledge all of the respondents who took out their valuable
time and responded to my survey. They are the ones who deserve the real credit for this study
since they gave the real input which helped me in achieving the objectives of this study.

Manjot Kaur Banga

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TABLE OF CONTENTS

Topics Page no.

• Executive Summary………………………………………………………………...6
• Project Proposal …………………………………………...………………….........7
• Introduction: Background of Bharti Enterprises
✔ Bharti Enterprises…………………………………………….…….………12
✔ Bharti Organisation Structure…………………………………….………...13
✔ Bharti Companies…………………………………………………………..15
✔ Bharti Airtel……………………………………………………………...…20
✔ About Airtel………………………………………………………………...21
✔ Business Divisions………………………………………………………… 22
✔ Company Profile…………………………………………………………....23
✔ Corporate Governance…………………………………………………...…24
✔ Corporate Responsibility at Bharti Airtel………………………………..…25
✔ Employees at Airtel……………………………………………………...…27
✔ Environment, Health & Safety……………………………………………..29
✔ Community Initiatives……………………………………………………...31
✔ Awards and Recognition…………………………………………………...34
✔ Subscriber Base…………………………………………………………….35
• Project under Study: Welcome Visit CSMM Score Improvement …..35-45
✔ Welcome Process………………………………………………… ……….37
✔ Welcome Process Model…………………………..…………………....….40
✔ CSMM- Meaning…………………………………...………………………42
✔ Primary Data Collection – Questionnaire…………………………….…….44
✔ Analysis through Bar Graphs……………………………………………….45
✔ Analysis by using SPSS tool………………………………………………..54

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✔ Fish Bone Analysis………………………………………………………....73
✔ Fish BoneAnalysis – Low CSMM Scores……………………………….….75
✔ Findings from Fish Bone Analysis………………………………………….76

✔ Recommendations…………………………………………….…………...…80
✔ Implementation…………………………………………….….…………......86
✔ Was the Training Programme a Success……………….…….……………....87
✔ Learnings from Summer Internship Programme……………………………..88
✔ References……………..…………………………………….………………. 89
✔ Annexure…………………………………………………….………………..90

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Executive Summary

With low Welcome Visit CSMM scores becoming an increasing concern for Airtel, the
researcher is provoked to conduct research in the same area i.e. “Welcome Visit CSMM Score
Improvement”.

Welcome Visits are the visits made by the Welcome Visit Executives to the new postpaid
customers of Airtel. The purpose is to carry out the credit and address verification of the
customer. Besides, the Executive also provides requisite information to the customer regarding
the bill payment modes, bill plan details, etc. Here, the problem at Airtel is low
CSMM(Customer Satisfaction Management and Measurement) scores which are computed by
an organization called IMRB. Low scores indicates that the customer’s are not satisfied with
Welcome Visits. A study has been conducted to find the reasons behind the low CSMM scores
and hence ways have been suggested for its improvement. For this a survey has been undertaken
across 5 zones of Airtel namely Amritsar, Chandigarh, Bathinda, Ludhiana and Jalandhar. The
basic aim of the survey was to find out the areas in which the Executives were lacking.
Questionnaires were made filled from the customers personally along with some telephonic
interviews as well.

On the data collected three different analysis have been applied:-


• Analysis based on frequency.

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• Discriminant analysis by using SPSS.
• And Fish Bone Analysis.

The basic findings of the analysis were as follows:-


• Current Recruitment process of the Executives needs improvement.
• No structured Training and Induction programmes for the Executives currently.
• Poor Job Knowledge of Executives.
• Poor soft skills of Executives.
• No audit of performance of such Executives.

The following recommendation have been given:-


• New Recruitment Process suggested.
• A 3 day Training/ Induction Module recommended.
• Good performers should be rewarded.
• Field audit should be conducted to measure performance.

A one day training programme was actually conducted after the company saw the results of this
study where in both job knowledge and soft skills training was provided to the Executives. The
training programme was a success in terms of extending knowledge to the Executives and it is
believed that the recommendations if implemented would definitely improve the CSMM scores.
Project Proposal

I. Project Proposed:
Analysis of the Welcome Visit CSMM (Customer Satisfaction Management and
Measurement ) Score of Airtel and its improvement.
The project is basically to identify the lags in welcome visits and thereby to improve
welcome visit scores through requisite Training and development of the welcome visit
executives and manpower planning.

II. Description of the Project in brief:


Welcome Process consists of Welcome visits, Welcome calls, and Welcome letters.

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Overall CTI / PI scores of Welcome process is very good but if we see the scores of
Welcome Visit it is very less which is pulling overall scores down. Therefore, it is
very necessary to work on this to make the process customer friendly.
This project is basically to study the reasons behind the low CSMM scores and then
offering solution in terms of the type of Training required and also the necessary
improvisations to be done in the manpower planning so as to improve the CSMM
scores.

TERMINOLOGIES :
• Welcome visits are the visits which are paid by the welcome visit executives of
Airtel to the new Post Paid Customers to mainly check their verification and also
to enquire if they are facing any problems and accordingly resolving them if any .
• CSMM ( Customer Satisfaction Management and Measurement) scores
represent how much customer friendly the welcome visit processes are.
• CTI is the Customer Transaction Index which is perception based and PI is the
Process Index. CTI and PI are computed by an external audit agency based on the
satisfaction level of the customers in terms of the Welcome Visits. CTI and PI
basically represent CSMM scores.

III. Objective of the project:


Company’s Objective : To improve the welcome visit score from the present level of
CTI-29% & PI-28% to CTI / PI more than 50% by end of the year 2009.
My study will focus on achieving the company’s objective by undertaking the
following -
• Conduct Survey through filling of Questionnaires from the existing Postpaid
customers.
• Analysis of data (Fish Bone Analysis).
• Identify the weaker areas and suggest measures for improvement.

IV. Methodology: Both primary and secondary data would be used for the study.
• Methodology for the collection of Primary data would be Personal Interviews
(Questionnaires) and telephonic interviews.
• Secondary Data is collected from the website of Airtel.

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• For Analysis, Fish Bone Analysis would be one of the methodology used besides
others.

V. Schedule:

Activity Start Date End Date

Define 25th Feb’09 15th Mar’09

Measure 16th Mar’09 18th Apr’09

Analyze 18th Apr’09 30th Apr’09

Improve 1st May’09 18th May’09

Define : In this time period we have defined the problem i.e. low Welcome Visit Scores in the
Welcome Process that affects the customer's requirement specifications. At this stage, we have
defined the target population for surveys i.e. all existing postpaid customers of Airtel spread
across all 5 zones In Punjab i.e. Amritsar, Ludhiana, Jalandhar, Chandigarh, Bhatinda.
Measure: Here I will measure the satisfaction level of the post paid customers in terms of the
welcome visits through the filling of questionnaires.
Analyze : Here attempt will be made to identify lags in the Welcome visits and the parameters
which require improvement.
Improve: The results can be evaluated to solve the problem through suggestions and
recommendations.
VI.Limitations of the study:
• Inability to conduct exhaustive analysis due to short time period of study.
• Lack of authentic information from the respondents of questionnaires and telephone
attendants.
• Since the area of study covers 5 zones in Punjab, physical reach won’t be possible
due to which telephonic interviews will be conducted.

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• The analysis or suggestions to the company will not be applicable uniformly
throughout India due to study of limited market/zones of operation.

Introduction:

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Background

Of
Bharti

Enterprises
Bharti Enterprises

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Type Public, Listed on BSE BSE: 532454

Founded 1985

Headquart
New Delhi, India
ers

Key people Sunil Mittal (Chairman and CEO)

Industry Telecommunication, Retail,


Insurance, Digital TV

Airtel Mobile and Fixed-Line


Products
Telecommunication operator,
Bharti AXA insurance, Bharti Wal
Mart retails and Airtel Digital TV
dth service

Revenue $6 Billion

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Bharti Enterprises

Bharti Enterprises is a large Indian business conglomerate based in New Delhi, India,
operating primarily across India and in some other Countries like Sri Lanka, Jersey, Seychelles.
It was established by Sunil Mittal , one of the young and dynamic businessmen of India. It is one
of the few companies in India (Like Reliance and Tata) that have changed the way of life of
Indians by bringing mobile phones to every household in India at an affordable price. The
company offers mobile services all over India as well as in some foreign countries. The Airtel
brand is the flagship brand of Bharti.
History
The company was founded by Sunil Bharti Mittal (Chairman & Managing Director of the
Bharti group) along with two siblings in early 1990s. The company was not so famous in India
by its own name, rather its Brand Names Like Airtel and Beetel (PSTN Phone Sets) were
household names in India. The company underwent a brand reformation process and changed its
logo and corporate Image.
Companies
Bharti's primary industry is in the field of telecommunications via its subsidiary companies
Bharti Airtel (mobile telecommunications) and Bharti Teletech (wired telecommunication
services and PSTN telephone handsets).

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Bharti – Organisation Structure

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Bharti – Organisation structure (Contd.)

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Bharti – Companies

A brief introduction to each of their companies is given below:

• Bharti Airtel Ltd :-


Bharti Airtel Ltd is one of Asia's leading telecommunications service provider. The
Company is India’s largest integrated telecom company in terms of customer base and
offers Mobile Services, Fixed Line services, Broadband & IPTV, DTH, Long Distance
and Enterprise services.

• Bharti Teletech Limited :-

Bharti Teletech is India’s leading telecom & allied products company. It is one of the
largest manufacturers of landline telephones in the world. With a strong distribution
network across the country, the company is also the primary distributor of IT and
Telecom products from international brands such as Motorola, Blackberry,Thomson,
Transcend, and Logitech.

• Telecom Seychelles Ltd:-


A subsidiary of Bharti, Telecom Seychelles Ltd provides comprehensive telecom
services including 3G mobile services in Seychelles, under the ‘Airtel’ brand.

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• Bharti Telesoft Ltd:-
Bharti Telesoft is the leading provider of integrated VAS solutions for mobile operators
in emerging markets. Among the top 3 global providers of integrated VAS solutions in
rapidly growing markets, Bharti Telesoft has deployed solutions for over 100 mobile
operator customers in over 70 countries worldwide.

• Bharti Del Monte India Pvt Ltd:-


Bharti Del Monte India Pvt. Ltd is a joint venture between Bharti Enterprises and DMPL
India Ltd. (a subsidiary of Del Monte Pacific Ltd.). The company offers fresh fruits &
vegetables and processed foods & beverages in the domestic as well as international
markets.

• Bharti Retail Pvt Ltd:-


Bharti Retail is a wholly owned subsidiary of Bharti Enterprises. Bharti Retail operates a
chain of multiple format stores that offer consumers affordable prices, great quality and
wider choice.

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• Bharti AXA General Insurance Company:-
Bharti AXA General Insurance is a joint venture between Bharti Enterprises and AXA,
world leader in financial protection and wealth management. The company was
incorporated in July 2007 and offers a full suite of general insurance solutions to meet
the needs of businesses and individuals alike.

• Bharti AXA Life Insurance Company:-


Bharti AXA Life Insurance Company Ltd is a joint venture between Bharti Enterprises
and AXA, world leader in financial protection and wealth management. It offers a range
of life insurance and wealth management products with an endeavor to help customer’s
lead a confident life.

• Bharti AXA Investment Managers Pvt. Ltd.:-

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Bharti AXA Investment Managers Pvt. Ltd., an asset management company in India, is a
joint venture between Bharti Enterprises, AXA Investment Managers (AXA IM) and
AXA Asia Pacific Holdings (AXA APH).

• Bharti Learning Systems Limited


Bharti Learning Systems Limited, a wholly owned subsidiary of Bharti Enterprises, is a
premier end-to-end learning and development solutions organization that specializes in
the customer experience arena. It provides learning solutions that impact business
performance through enhanced employee productivity, customer profitability and
effective talent transformation.

• Jersey Airtel Ltd


Jersey Airtel, a subsidiary of Bharti, offers world-class mobile services in Jersey
(Channel Islands) over its full 2G, 3G and HSDPA enhanced network. The Company
brings market-leading products and services to its customers under Airtel-Vodafone
brand.

• Bharti Foundation:-
Bharti Foundation was set up in 2000, with the vision, “To help underprivileged children
and young people of our country realize their potential”. It aims to create and support

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programs that bring about sustainable changes through education and the use of
technology and information.

• Bharti Realty
Bharti Realty Private Limited is the in-house Real Estate Arm for Bharti Group and
facilitates by extending support to the Group Companies for Identifying, Developing and
Maintaining Quality Real Estate in line with their Business Models.

Bharti Airtel

Type Public, BSE: 532454

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Founded 1985

Headquart
ers New Delhi, India

Key Sunil Mittal (Chairman


people and CEO)

Industry Telecommunication

Mobile and Fixed-Line


Products Telecommunication
operator

Revenue $6 Billion

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Bharti Airtel

Bharti Airtel, formerly known as Bharti Tele-Ventures LTD (BTVL) is India's largest and world's
third largest cellular service provider with more than 82 million subscribers as of December
2008.It also offers fixed line services and broadband services. It offers its TELECOM services
under the Airtel brand and is headed by Sunil Mittal. The company also provides telephone
services and Internet access over DSL in 14 circles. The company complements its mobile,
broadband & telephone services with national and international long distance services. The
company also has a submarine cable landing station at Chennai, which connects the submarine
cable connecting Chennai and Singapore. The company provides end-to-end data and enterprise
services to the corporate customers through its nationwide fiber optic backbone, last mile
connectivity in fixed-line and mobile circles, VSATs, ISP and international bandwidth access
through the gateways and landing station. SingTel owns over 30% of the Bharti Telecom.
Vodafone is also a shareholder of Airtel with 4% of the shares. Thus making it a sister company
of the brand.

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About Airtel

• Airtel comes to us from Bharti Airtel Limited, India’s largest integrated and the first
private telecom services provider with a footprint in all the 23 telecom circles.

• Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed.

• Airtel, in just ten years of operations, rose to the pinnacle to achievement and continues
to lead.

• 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 it touches people’s lives with their Mobile services, Telemedia services, to
connecting India's leading 1000+ corporates.

• The businesses at Bharti Airtel have been structured into three individual strategic
business units (SBU’s) - 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 Telemedia Services business offers broadband
& telephone services in 94 cities.

• The Enterprise services provide end-to-end telecom solutions to corporate customers and
national & international long distance services to carriers. All these services are provided
under the Airtel brand.

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Business Divisions

• Mobile Services:- Bharti Airtel offers GSM mobile services in all the 23-telecom
circles of India and is the largest mobile service provider in the country, based on the
number of customers.

• Airtel Telemedia Services:- The group offers high speed broadband internet with a
best in class network. With Landline services in 94 cities Airtel has helped broaden the
horizons.

• Enterprise Services (Corporate):-The group focuses on delivering


telecommunications services as an integrated offering including mobile, broadband &
telephone, national and international long distance and data connectivity services to
corporate, small and medium scale enterprises.

• Enterprise Services (Carrier Services):- The Company compliments its mobile


and broadband & telephone services with national and international long distance
services. It has over 35,016 route kilometers of optic fibre on its national long distance
network. For international connectivity to the west, the Company 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.

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Company Profile
Airtel is one of India's leading providers of telecommunication services with a nationwide
presence in all the 23 licensed jurisdictions (also known as Telecom Circles). They served an
aggregate of 88,270,194 customers as of December 31, 2008; of whom 85,650,733 subscribe to
their GSM services and 2,619,461 used their Telemedia Services either for voice and/or
broadband access delivered through DSL. Airtel is the largest wireless service provider in the
country, based on the number of subscribers as of December 31, 2008. Airtel also offers an
integrated suite of telecom solutions to their enterprise customers, in addition to providing long
distance connectivity both nationally and internationally. The company has recently forayed into
media by launching their DTH and IPTV Services. All these services are rendered under a
unified brand "Airtel".

The company also deploys, owns and manages passive infrastructure pertaining to telecom
operations under its subsidiary Bharti Infratel Limited. Bharti Infratel owns 42% of Indus Towers
Limited.

Bharti Infratel and Indus Towers are the two top providers of passive infrastructure services in
India

Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock
Exchange of India Limited (NSE)

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Corporate Governance
Bharti Airtel Limited firmly believes in the principles of Corporate Governance and is committed
to conduct its business in a manner, which will ensure sustainable, capital-efficient and long-term
growth thereby maximizing value for its shareholders, customers, employees and society at large.
Company’s policies are in line with Corporate Governance guidelines prescribed under Listing
Agreement/s with Stock Exchanges and the Company ensures that various disclosures
requirements are complied in ‘letter and spirit’ for effective Corporate Governance.

During the financial year 2003-04, the Company was assigned highest Governance and Value
Creation (GVC) rating viz. ‘Level 1’ rating by CRISIL, which indicates that the company’s
capability with respect to creating wealth for all its stakeholders is the highest, while adopting
sound Corporate Governance practices. This rating was re-affirmed by CRISIL on April 20,2006.

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Corporate Responsibility at Bharti Airtel

Overview

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
Bharti’s 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 their customers.
• To trust and respect their employees.
• To continuously improve their services – innovatively and expeditiously.
• To be transparent and sensitive in their dealings with all stakeholders.

They encourage their 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.
• Nurturing the environment.

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They practice their CSR beliefs and commitments through a three-pronged approach:
• Engaging with stakeholders.
• Ensuring stakeholder sensitive policies and practices .
• Undertaking programs for their 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.
For example, Confidence Plan for hearing impaired people, covers noise-making DG sets at extra
cost, investing in consumer awareness campaigns to ensure safe use of mobile are some examples
of the above.

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Employees At Airtel

Bharti Airtel believes that one of the most important drivers of growth and success for any
organization is its people. At Bharti Airtel, the ‘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. They encourage people to stand up against any unfair treatment
for which they 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.

Bharti Airtel’s leaders strongly believe in facilitating and initiating activities that help employees
manage their health and well-being. Their focus always remains to redefine leadership; develop
leaders who enable performance and inspire their people to unleash their potential. Their people
orientation reflects in their 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 organization’s

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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.

From self-management workshops to aerobics sessions, yoga classes to provision of


relaxation/meditation rooms, they ensure that every employee keeps a check on his/her fitness.
Tie-ups with leading health service organizations enable their employees to undertake periodical
health check-ups depending upon their age. This facility is also extended to employee family
members at discounted rates. The company provides Flexible Group Mediclaim insurance to all
employees, covering all kinds of illnesses, accidents and hospital coverage for serious ailments.
Apart from these specific engagements, they regularly organize health check up camps, eye
check-up camps and stress management sessions. Some of their offices have opened
gymnasiums/fitness facilities to ensure that the fitness fanatics do not have to worry about time
constraints to remain fit. At many of their locations, they have hired psychologists who
undertake personal counseling sessions for employees.

Bharti Airtel offers a flexible compensation structure to its employees wherein the employees
have the flexibility to structure their fixed component of their compensation according to their
requirements within the ambit of legislation.
“Even a sweeper in the corporate office must understand that, if he does not keep the office
clean, the visiting shareholders could question the company’s ability to manage a business if
they cannot manage their premises well” Mr. Akhil Gupta

Environment, Health and Safety

Overview
At Bharti, there is a belief in the philosophy to refuse, reduce, reuse and recycle. The company has

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taken many initiatives in this regard, both within the offices for the benefit of their 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. They also ensure automation
that enables energy savings in their buildings. Building Management System (BMS) – Intelligent
Building concept is being followed in all the new Airtel building and campuses that are coming up.
The BMS controls The Heating, Ventilation and Air conditioning (HVAC) system,, electricity load
management, water management, parking management, security and safety systems to ensure an
efficiently run building on optimal resources.

(c) New buildings also incorporate the concept of and Energy Wheel which optimises energy
efficiency in buildings. The AC system in their buildings adds a certain amount of fresh air
periodically; In the process of adding this fresh air the cool air within the building vents out which
may result into higher usage of energy to bring the cooling/ temperature back. The Energy Wheel
concept ensures that as we bring the fresh air in it is pre-cooled thereby optimizing energy
efficiency.

(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. Water quality is also monitored
in cooling towers for DG sets and Air Conditioner systems so that water born diseases such as
legionella, etc. are avoided.

(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. All Bharti Airtel offices follow the basic requirements specified by the
Pollution Control Board) and ensure statutory compliance.

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(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..

Bharti Airtel takes all its equipment from its key vendors, namely Nokia and Ericsson, who comply
with all the required health and safety norms. There is an induction manual for sub-contractors to
ensure that they follow all the safety and statutory compliances as well as Bharti Standard Operating
Procedures.

Bharti Airtel is in the process of finalizing its Environment/ Health & Safety Policy (EHS) and will
apply for ISO 14001 compliance within the next 3 years for each of its facilities.

Community Initiatives

Overview
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Corporate Social Responsibility is embedded in, and built upon, the stated ‘values’ of Bharti – the
institution. These values guide all their 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.

Bharti’s contribution to society is structured through two channels, namely,


(a) Bharti’s Corporate Social Responsibility (CSR) Initiatives, including initiatives undertaken by
way of employee mobilization as well as running environment related programs; and
(b) Bharti Foundation, a separate vehicle established in 2000 to lead the CSR agenda of Bharti
Group of Companies

(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 Airtel’s 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 Minister’s Relief Fund, in addition to contributions
from employees.
• Created 29 Airtel Crisis Communications centres in Tamil Nadu.

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• Raised resources for Tsunami victims by initiatives such as a ‘Benefit Cricket Match’.

Employees of Bharti Airtel also contributed through a Donation Collection Drive, with a
difference. All employees were not only given the freedom to choose the amount they wished to
donate, but also the agency they wished to donate to.
One of the most memorable actions was the heroic way in which a Bharti employee re-
established connections after Tsunami hit Tamil Nadu. After being washed away by the wave, this
employee went back to work on restoring connectivity for the struck region. Word of his
dedication spread within Bharti and he received tremendous response from his fellow Bhartians.
Over 80 emails were addressed to him and presented to him in recognition.

Bharti Airtel’s response to Assam, Bihar and West Bengal floods: Bharti Airtel also partnered
with an NGO to provide relief to the flood victims in the flood hit areas of Assam, Bihar and
West Bengal. A ‘Material Collection Drive’ was undertaken across Bharti offices, for collection
of material such as clothes, utensils, footwear, blankets, dry ration and monetary donations. 55
cartons of clothes and 65 kilos of ration were dispatched, in addition to monetary contributions.

Bharti Airtel during Mumbai Floods: Bharti Airtel employees climbed up the towers to restore
the networks so that their customers could conveniently reach its employees.

Bharti Airtel’s response to Kashmir earthquake: Bharti Airtel’s ‘Rapid Response Team’
responded to the Kashmir earthquake by bringing more than 2000 food packets and water bottles
to the affected area. Money, clothes, woolens and blankets were also collected from employees to
distribute among earthquake victims.

Other initiatives of Bharti Airtel


Bharti Airtel employees have undertaken varied initiatives to reach out to the local community.
Some of such initiatives are listed below:-

Airtel Ashiana for underprivileged children at the Mohali office of Airtel.

BIL North tied up with an NGO to distribute daily surplus food to needy children.
Airtel Experience Centre by Access MP… for the benefit of the benefit of visually impaired
people as well as people from deprived section of society.

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Mobile Services Jammu & Kashmir donated free medicines, stationery, clothes and other utility
items at the ‘Missionaries of Charity Home for Destitutes’.

Mobile Services MP & CG supported the ‘WalkaThon’ to create awareness about diabetes on
‘World Diabetes Day’, organized by the Indian Medical Association.

Airtel Maharashtra & Goa team visited the Thalassemia Ward of Sassoor Hospital to interact with
children as well as the families affected.

Airtel Kerala team visited an old age home and shared a day full of fun with the members of the
home.

A tree plantation drive was carried out by Access-NCR, Access-North and Access-UP West
Circles, where in free tree saplings were planted.
Airtel Madhya Pradesh & Chhatisgarh planted trees on its fourth ‘Circle Inception Day’

In Tamil Nadu, Airtel has adopted a corporation park in Chennai city.

Mobile Services Rajasthan supported the ‘Red Ribbon Caravan’ initiative of the Rajasthan State
AIDS Control Society, to spread awareness about HIV/ AIDS. During the month-long campaign a
caravan of five vans covered 32 districts of Rajasthan, to spread the awareness of HIV/ AIDS.

Airtel Delhi organized a Blood Donation Camp in association with Indian Red Cross Society
(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 Foundation’s 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.

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Awards And Recognition

Bharti Airtel has received recognition for its innovative practices across the
world, some are as follows:
• 3rd Largest Wireless Operator In The World
• Largest Private Integrated Telecom Company In India
• Largest Wireless Operator In India
• Largest Private Fixed Line Operator In India
• Largest Telecom Company Listed On Indian Stock Exchanges
• Sunil Bharti Mittal - Gsm Association Chairman’s Award 2008
• Sunil Bharti Mittal - Chosen For Padma Bhushan Awards In 2007
• Airtel Was Chosen As The 2nd Most Trusted Service Brand In India In The ‘Most
Trusted Brands 2008 Survey’ Conducted By The Economic Times - Brand Equity
• Awarded With Top Honors At The Gsma Mobile World Congress Conference 2008 In
Barcelona For The Category “Best Billing/ Customer Care Solution.”
• Adjudged As The ‘Best Carrier India‘ At The Telecom Asia Award 2008
• Adjudged As ‘Company Of The Year’ At The Cnbc India Business Leader Awards 2007
• Economic Times ‘Company Of The Year 2007’ Award For Corporate Excellence
• Gallup Great Workplace Award For 2008 -Airtel is one of the only 20 companies
worldwide and the only company from India to receive the prestigious award. The other
winners include companies like Standard Chartered, Qwest Communications and
Campbell Soup Company etc. Airtel is one of the only 20 companies worldwide and the
only company from India where Organization engagement score is higher in more than
50% of the population.

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Subscriber Base

The Airtel subscriber base according to COAI - Cellular Operator Association


of India as of November 2008 was:
• Chennai - 2,011,299
• Delhi - 4,418,296
• Mumbai - 2,718,885
• Kolkata - 2,178,061
• Gujarat - 3,690,661
• Andhra Pradesh - 8,094,328
• Karnataka - 8,995,538
• Tamil Nadu - 5,392,458
• Kerala - 2,013,424
• Punjab - 3,554,406
• Haryana - 1,170,378
• Uttar Pradesh (West) - 2,071,723
• Uttar Pradesh (East) - 5,124,948
• Rajasthan - 6,032,480
• Madhya Pradesh - 4,040,871

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• West Bengal & Andaman and Nicobar - 3,004,647
• Himachal Pradesh - 887,594
• Bihar - 6,419,357
• Orissa - 2,496,123
• Assam - 1,241,186
• North Eastern States - 766,763
• Jammu & Kashmir - 1,391,606
The total is 78,908,993 connections in India till November 2008. In 2009 Airtel was
launched in Srilanka also.

Project Under Study:

Welcome Visit CSMM


Score
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Improvement

Welcome Process

Airtel is the leading mobile telecoms company in India, operating across all 23 Indian states.
With the market experiencing explosive growth, they were looking for the right model to help
them develop their business over the next 5-10 years. They had high awareness, but there was no
real sense of "who they were" or what they represented as a brand. So, they moved towards
increasing the customer engagement through their Welcome process.
Welcome Process is the process carried out by the marketing Department of Airtel to do the
address & credit verification of the new postpaid customer, besides providing the customer with
the other details as to the bill plan, bill cycle, payment methods, etc.

WELCOME PROCESS

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Welcome Visits:- Welcome Calls:- Welcome Letters:-
Made to all Based on the need. Sent to all
customer’s.
• Welcome Visits:- Welcome Visits are made to the new postpaid customers of Airtel to
carry out the credit and address verification along with other allied activities carried out
by the Welcome Visit Executives for the customer. Welcome Visit is made within 48
hours of the activation of the connection.
Following are the allied activities carried out by the Welcome Visit Executive:
✔ Bill Plan Details:- He has to explain all the chargeable services in the customer’s
monthly bill like the Rate plan, Advance Rental, and Value Plus Services.
The outgoing call charges, Recurring Charges, Non-Recurring Charges, Usage,
Discounts& Adjustments, Service Tax, Late Fees, etc. are also to be told.

✔ Bill Cycle, due Date and LPC:- Bill cycle is to be explained. Late Payment
Charges are also told about.

✔ Short Code Education:-Short codes (Codes sent to 121 as an SMS) , For e.g.
OT for Outstanding Amount, MBILL for Mini Bill Statement, UNB for Unbilled
Amount, etc.
So, Short Code Education is also given by the Welcome Visit Executive to the
customer.

✔ Payment Options:- Various Payment modes are also to be told :-

○ Cash: There are various cash points at which the payment can be made.
○ Cheque Payment: Payment can also be made through cheques.
○ Credit card: Credit cards can also be used to make make payment at various Airtel
retail centres.
○ Drop Box: There are XXX Cheque Drop Boxes across the state to enable the
customer’s to make the payments before due date.
○ Mobile cheque / M chek: It is a provision whereby bills can be paid through
mobile.
○ E-billing: Secure payment can also be made online at www.airtel.in by using credit
card by customers.

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• Welcome Calls:- Welcome calls are made within 48 hours of the Welcome Visit and is
done to supplement the welcome visit. The purpose of the call may be to:

✔ Validate Customers name and address.


✔ Obtain the missing information in the Customer Information Form.
✔ Provide critical information to the customer.
✔ Clarify issues raised during the welcome visit.

• Welcome Letters:- Welcome Letters are sent to all customers to provide them with
details of payment methods, details regarding the customer’s plan, etc. Welcome letters
are sent within 1 week of activation of the connection.

Objectives of the Welcome Process :-


• Address Verification:- Objective of Address Verification is to verify if the address
actually exist and whether the applicant actually resides there.
• Credit Profiling : Based on the income and asset base of the customer in order to arrive
at the customer category prescribed by AIRTEL. Customer categorization is done in
order to decide the credit limits , schemes to be offered to the customer and so on.
• Critical Information Validation/ Collection: Address, e-mail; Bill Plan; Date of Birth;
New to category or not; language preference; Confirmation of connection.
• Customer Education: on Bill Plan, First bill, Credit limit and Payment Options.

Other activities of the Welcome Process:- Welcome Visits, Welcome letters and Welcome
calls are the main activities of the Welcome Process but besides that there are certain other
activities of Welcome Process also which are explained as follows:-

• Customer Profiling:- Profiling of new customers as to Revenue potential and Risk level
involved from that particular customer. It is done within 48 hours of the activation.
• First Bill Call:-
Target Audience
✔ First time mobile users.
✔ First bill customers whose payment has not been received till 12 days of bill
generation.
Time Frame
✔ Between 10 – 20 days of Bill Dispatch.

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Purpose of the Call
✔ Educate the customer about the bill.
✔ Clarify any customer queries on the bill.
✔ Educate the customer about various payment options and bill due date.

• Second Bill Call


Target Audience:
✔ Who called in for First Bill clarification.
✔ Who registered complaints regarding the First Bill.
✔ Customers who were barred due to Overdue Barring.

Time Frame:
✔ After 4 days of Bill Dispatch.

• Proactive Health Check Call


Target Audience:
✔ High end users of Value Added Services.
✔ Customers with high complaints (more than 2) in the last 3 months.
✔ Customers whose connection is barred/ suspended in the last 2 months.
Time Frame:
✔ B/W 75-90 days of activation.
Objectives:
✔ Check for any problem in the current Value Added Services, also suggesting
other Value Added Services.
✔ Check whether the issue has been resolved in regard to which the complaints
have been received.
✔ Payment options Education.
✔ Credit Limit Education and options to increase credit limit.

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Welcome Process Model

• First of all a Welcome Visit is made to the new Airtel postpaid customer within 48 hours
of the activation of the connection. Here, he does the credit & address verification of the
customer and also gives him bill plan details, bill explanation, etc.

• In case of need a Welcome call is made.

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• Based on the information gathered by the Welcome Visit Executive when he visits the
customer’s house, he does a credit rating.

• Welcome visit, Welcome call by the Welcome Executives and the application data
together form the basis of the initial credit rating.

• Thereafter an online activation is done through AOL (Activation Online System) and
also the customers are segmented.

• Based on the segmentation and Initial credit rating, the customers are provided credit
limits and special offers are also given to certain customers. The credit rating and AOL
also helps in Dunning wherein the customers who have involuntarily left Airtel
connections are approached.
So, this is how the whole Welcome Process Model works.

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Customer Satisfaction Management and
Measurement (CSMM) – Meaning

CSMM is an independent, specialist unit of IMRB International and an exclusive member of the
Walker Information Global Network (WIGN) in the Indian subcontinent, providing solutions to
companies for measuring and managing their key stakeholders.
As the exclusive member of the Walker Information Global Network (WIGN) in South Asia (Sri
Lanka, Bangladesh, Pakistan and Nepal), CSMM uses the proprietary tools developed by Walker
Information, the recognized pioneers in Stakeholder Measurement and Management with over
35 years of experience. The network offers the world's most thoroughly tested and proven
system and also provides appropriate benchmarks through the WIGN Normative Database™.
As a specialist unit of IMRB International (India’s oldest and largest customized
research agency) CSMM leverages IMRB’s infrastructural strengths with presence in 130 towns
in India, 11 countries and 28 cities globally. It operates out of 5 full service offices, five
specialist units & 15 field offices in India and handles approximately 4 million interviews
annually.
Working with over 100 clients from diverse sectors, CSMM provides strategic
information services to enhance customer loyalty amongst both end customers and trade channel
customers as well as help build employee commitment. CSMM has experience with over 1000
programs across stakeholder groups and is a market leader in the stakeholder measurement
space.
CSMM offers a team of highly trained and experienced consultants with multidisciplinary
backgrounds. Their consultants have experience in conducting multicountry and regional
programs for leading multinational companies, across various sectors.
CSMM is a pioneer in non-contact form of data collection (telephonic and web) and has its own
200 seater call centre operating from Delhi and Bangalore which
together handle 80000 telephonic interviews per month.

Airtel has long been considered the leading telecom service provider. To remain on top they
were required to understand the mood of the customer through independent research agencies.

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For capturing customer mood the external agency, IMRB conducts the Customer Satisfaction
Management and Measurement surveys regularly for Airtel.
The framework provides a reliable basis for understanding the determinants of customer loyalty,
and identifying key priorities towards achieving higher levels of customer commitment &
loyalty.

The CSMM scores reflect how good we are to the customer in caring for him, inspiring trust,
innovating for customer benefit and thus taking the role of industry leadership.

The CSMM captures customer mood on the following parameters:


• Sales experience
• Service provisioning (activation of connection)
• Network quality
• Customer Services
• Billing accuracy and timeliness
• Benchmark with Competition
• & above all Welcome visits

CSMM Philosophy:

• Stakeholders are entities that can affect your company either directly or indirectly.
Stakeholder loyalty is derived from the combined effect of customer loyalty, employee
commitment & other stakeholder relationships.
• CSMM believes in engaging with clients in building customer-centric organizations
through enhancing capabilities and competencies within the organizations and thereby
aligning the entire organization to deliver customer delight.
• CSMM takes a holistic look at relationships. The company must manage its internal
stakeholders such as employees, channel members and vendors in order to engender
customer loyalty; this in turn results in business performance and market share.

So, based on this CSMM philosophy Airtel wants to improve its CSMM scores in terms of
the Welcome Visits which can be done by improving customer satisfaction by improving the
performance of the Welcome Visit Executives.

Welcome Visit CSMM scores Of Airtel:


CSMM scores at the present level are CTI-29% & PI-28% which are quite low.
So, key problem area has been defined i.e. Low CSMM scores of Welcome Visits of Airtel.
The reasons behind it may be many:

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✔ Welcome Visit executive may lack the desired knowledge.
✔ Welcome Visit Executive may not be Polite and courteous with the customer.
✔ Welcome Visit Executive may not be carrying the brand image of Airtel well, etc.
So, questionnaires have been made filled by customers to identify improvement
areas which will help me analyze ways to improve the CSMM scores.

Primary Data
Collection

Through filling of

Questionnaires:-

Questionnaires have been used to gather the desired information from the customer’s. It will
help me measure the customer satisfaction and would thus help in the Welcome Visit CSMM
score improvement. It will give me the desired information on the effectiveness of Welcome
Visits and it will help me analyze the key improvement areas in terms of the Welcome Visit
Executives.

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Sample size i.e. No. of customers surveyed – 100 (20 from each zone i.e. Amritsar, Chandigarh,
Bathinda, Ludhiana, Jalandhar)
Further, 3 different analysis has been done on the data collected:-

• Analysis through Bar Graphs


• Discriminant Analysis by using SPSS
• Fish Bone Analysis

Note:- Questionnaires have been attached in the annexure(Page No. – 91,92,93)

Analysis through Bar Graphs

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On the basis of the various questions asked to the postpaid customers to measure their
satisfaction Index with the Welcome Visits, I have got the following figures.

➢ Job Knowledge:-
The following is the region – wise percentage of customers who were given the
information on bill plan, credit limit, first bill explanation, short code education,
etc. by the Welcome Visit Executive.

Chandigarh and Ludhiana Are the Top 2 scorers. Amritsar is the lowest with only
60% customers who were told about the Bill Plan Details.

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Only 55 % of the Customers of Amritsar and Bathinda were given the knowledge about the
Credit Limit. More %age of customers in Chandigarh, Ludhiana and Jalandhar had the
knowledge about the Credit Limit.

Chandigarh is the Top scorer in terms of providing Short SMS codes education to the customers
while Bathinda and is the lowest with just 40% of the customers having knowledge about it.

Chandigarh is the Top scorer in terms of providing first bill Explanation to the customers while
Amritsar is the lowest with just 40% of the customers having knowledge about it.

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• The following percentage of customers were told about the respective payment
methods by the Welcome Visit Executive :-

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Customers of each Zone had the knowledge about this payment method which is very common.

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Ludhiana customers had the maximum awareness about this payment method. Bathinda had the
lowest with 60% customers aware about this mode of payment.

85 % Customers of Jalandhar are aware of the payment mode i.e. Credit card. Ludhiana and
Chandigarh also have high scores. Amritsar is the least scoring with only 60% customers aware
about it.

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All zones have low scores with Bathinda the least scoring i.e. 35%. Chandigarh and Ludhiana
have comparatively high scores i.e. 65%.

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Bathinda is the least scoring with just 40% customers aware of this payment mode and
Chandigarh is the highest scoring with 65% customers aware about this payment mode.

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Bathinda and Jalandhar are the lowest scoring zone with 50% customers being aware about this
payment mode. Chandigarh is again the highest scoring zone with 80% customers having
awareness about this payment mode.

• Rating of emoloyees on attributes such as politeness, courteousness,


knowledge and presentability :- Customers were asked to rate the executives on a
scale of 1 to 5 on each of the above attributes, 5 being the maximum and 1 being the
minimum score.
For our analysis the Top 2 and Bottom 2 scores are considered, 3 being a neutral rating
has been ignored, that’s how the IMRB does its rating when computing CSMM.

✔ Chandigarh and Ludhiana are top scorers(75%) & Amritsar &


Bathinda score least (60%) in top 2 scores.
✔ In Bottom 2 Amritsar & Bathinda are top scorers with 35%.

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✔ Ludhiana & Chandigarh are top scorers- 80% & 75% and Amritsar & Bathinda
score least - 55% & 60% in top 2.
✔ In bottom 2 Amritsar & Bhatinda are the top scorers with 30%.

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✔ Chandigarh and Ludhiana are top scorers(80% & 75 %) and Amritsar and Bathinda

Score least in top 2.


✔ In bottom 2 Amritsar & Bathinda are top scorers with 30%.

✔ Chandigarh, Ludhiana and Jalandhar are top scorers with 85% , 80%and 80% while
Amritsar and Bathinda score least in top 2 i.e. 70%.
✔ In bottom 2 Amritsar and Bathinda are top scorers with 25% & 30%.

• Overall Satisfaction With the Welcome Visit

✔ Chandigarh is top scoring(80%) and Amritsar and bathinda score least in the Top 2
In the Bottom 2 Amritsar & Bhatinda are again on the negative trend being
the Top Scorer with 20%.

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Analysis by Using SPSS Tool

SPSS is a computer program used for statistical analysis by the market researchers, health
researchers, survey companies, government, education researchers, marketing organizations and
many others. So, it’s a very appropriate tool for our research also. It will help us identify the
various reasons for low CSMM scores Zone Wise and will also give a combined analysis of all
the Zones.
SPSS has been applied on the data collected through the filling of Questionnaires by the
customers.
For analysis, discriminant analysis has been used. Discriminant analysis joins a nominally scaled
criterion or dependent variables with one or more independent variables that are interval or ratio
scaled.
It has a linear function of the form:-
L = b1x1 + b2x2 + … + bnxn + c , where L is the score on the Discriminant function, the b's are
discriminant coefficients, the x's are the input variables or predictors and c is a constant.
Here, the linear function is:-
Satisfaction = f (Discomfort, Payment, Information, Polite, Courteous, Knowledge, Presentable)
Where, Overall Satisfaction is a function of the independent variables i.e. Discomfort due to odd
time calling or visiting of the executive, Payment methods told by the executive, Information
(Miscellaneous) like Bill Plan Details, etc. provided during the Welcome visit and also of the
attributes such as Politeness, Courteousness, Knowledgable and presentablity.

Note:- There are a set of combinations made of the options of different questions in order to
apply SPSS. Same have been explained in the annexure (Page No - 94,95)

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Amritsar Zone

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Group Statistics

Valid N (listwise)
Satisfaction Mean Std. Deviation Unweighted Weighted
2.00 Discomfort 5.0000 .00000 4 4.000
Payment 22.7500 3.30404 4 4.000
Information 3.0000 1.82574 4 4.000
Polite 1.5000 .57735 4 4.000
Courteous 1.7500 .50000 4 4.000
Knowledgable 2.0000 .00000 4 4.000
Presentable 2.0000 .00000 4 4.000
3.00 Discomfort 5.0000 .00000 3 3.000
Payment 18.3333 4.04145 3 3.000
Information 1.0000 .00000 3 3.000
Polite 3.6667 .57735 3 3.000
Courteous 3.0000 .00000 3 3.000
Knowledgable 3.3333 .57735 3 3.000
Presentable 3.6667 .57735 3 3.000
4.00 Discomfort 3.1250 2.03101 8 8.000
Payment 20.7500 3.61544 8 8.000
Information 6.3750 2.50357 8 8.000
Polite 3.6250 1.06066 8 8.000
Courteous 3.8750 .83452 8 8.000
Knowledgable 3.8750 .83452 8 8.000
Presentable 4.5000 .53452 8 8.000
5.00 Discomfort 2.6667 2.08167 3 3.000
Payment 15.0000 4.58258 3 3.000
Information 7.3333 .57735 3 3.000
Polite 4.3333 .57735 3 3.000
Courteous 4.0000 .00000 3 3.000
Knowledgable 4.6667 .57735 3 3.000
Presentable 4.3333 .57735 3 3.000
Total Discomfort 3.7778 1.80051 18 18.000
Payment 19.8333 4.31482 18 18.000
Information 4.8889 2.96824 18 18.000
Polite 3.2778 1.27443 18 18.000
Courteous 3.2778 1.07406 18 18.000
Knowledgable 3.5000 1.09813 18 18.000
Presentable 3.7778 1.11437 18 18.000

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Eigenvalues

Canonical
Function Eigenvalue % of Variance Cumulative % Correlation
1 16.580a 85.2 85.2 .971
2 1.775a 9.1 94.3 .800
3 1.103a 5.7 100.0 .724
a. First 3 canonical discriminant functions were used in the
analysis.

Function 1 is the most superior function since the %age of Variance against it is the maximum.
85.2% Variance is explained by the first function

Canonical Discriminant Function Coefficients

Function
1 2 3
Discomfort -.391 .029 -.188
Payment -.128 .167 .190
Information .137 -.397 .429
Polite .045 -.686 .301
Courteous .522 1.552 .280
Knowledgable 1.145 -1.561 -.666
Presentable 1.334 1.723 -.573
(Constant) -7.567 -5.372 -2.565
Unstandardized coefficients

So, the linear function which we have against function 1 is as follows:-


S = - 7.567 – 3.91 D - .128 P + .137 I + .045 Po + .522 C + 1.145 K + 1.334 Pr

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Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information
provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K
denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.

Findings:-

Group Statistics:-
The total mean of the Group Statistics table has been analyzed and so the
following points can be highlighted.
✔ If we have a look at the Group statistics table, there is a positive point which comes up
that no customer has rated the Overall Satisfaction the lowest i.e. 1.
✔ On a totality basis Combination No. 20 is the mean for payment methods which indicates
that cash, credit card, e-billing and M- cheque are the commonly known payment modes
amongst the customers and rest are not so commonly known.
✔ On a totality basis Combination No. 5 is the mean for information extended to customers
which indicates that the customers were basically given the information on Bill Plan
Details and Short SMS codes. So, adequate information is not provided to the customers.
✔ On a totality basis an average score of 3 have been given to the attributes Politeness,
Courteousness, Knowledge, and Presentability which is a very neutral score.

Canonical Discriminant Function Coefficients:-

✔ Discomfort is negative(-.391).
✔ Payment methods is negative which means adequate information regarding payment
methods has not been provided.
✔ Presentability is positive and maximum (1.334) which is a good sign. Even the rest of the
attributes such politeness, courteousness, information, knowledge, etc. are positive.

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Chandigarh Zone

Group Statistics

Valid N (listwise)
Satisfaction Mean Std. Deviation Unweighted Weighted
2.00 Discomfort 4.0000 1.73205 3 3.000
Payment 13.0000 11.53256 3 3.000
Information 10.3333 2.88675 3 3.000
Polite 1.3333 .57735 3 3.000
Courteous 2.0000 .00000 3 3.000
Knowledgable 2.6667 1.15470 3 3.000
Presentable 2.6667 1.15470 3 3.000
3.00 Discomfort 5.0000 .a 1 1.000
Payment 14.0000 .a 1 1.000
Information 2.0000 .a 1 1.000
Polite 5.0000 .a 1 1.000
Courteous 4.0000 .a 1 1.000
Knowledgable 2.0000 .a 1 1.000
Presentable 3.0000 .a 1 1.000
4.00 Discomfort 3.1538 1.81871 13 13.000
Payment 21.4615 7.47903 13 13.000
Information 9.3077 1.84321 13 13.000
Polite 4.1538 .89872 13 13.000
Courteous 3.8462 .68874 13 13.000
Knowledgable 4.2308 .59914 13 13.000
Presentable 4.2308 .43853 13 13.000
5.00 Discomfort 4.0000 1.73205 3 3.000
Payment 14.0000 11.78983 3 3.000
Information 6.6667 3.21455 3 3.000
Polite 4.3333 .57735 3 3.000
Courteous 4.3333 1.15470 3 3.000
Knowledgable 4.0000 1.00000 3 3.000
Presentable 4.6667
67 | P a g e .57735 3 3.000
Total Discomfort 3.5000 1.73205 20 20.000
Payment 18.7000 8.88583 20 20.000
Information 8.7000 2.79285 20 20.000
Polite 3.8000 1.32188 20 20.000
Courteous 3.6500 .98809 20 20.000
Knowledgable 3.8500 .98809 20 20.000
Presentable 4.0000 .85840 20 20.000
Eigenvalues

Canonical
Function Eigenvalue % of Variance Cumulative % Correlation
1 7.961a 64.6 64.6 .943
2 3.867a 31.4 96.0 .891
3 .499a 4.0 100.0 .577
a. First 3 canonical discriminant functions were used in the
analysis.

Function 1 is the most superior function since the %age of Variance against it is the maximum.
64.6% variance has been explained by the first function.

Canonical Discriminant Function Coefficients

Function
1 2 3
Discomfort .136 -.160 -.065
Payment -.011 .019 .133
Information -.614 .263 .089
Polite .608 .914 1.272
Courteous 1.203 -1.506 -1.495
Knowledgable -.887 1.285 -.905
Presentable .910 1.200 .024
(Constant) -1.849 -9.806 .978
Unstandardized coefficients

68 | P a g e
S = - 1.849 + .136 D - .11 P - .614 I + .608 Po + 1.203 C - .887 K + .910 Pr
Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information
provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K
denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.

Findings:-

Group Statistics:-
The total mean of the Group Statistics table has been analyzed and so the
following points can be highlighted.
✔ If we have a look at the Group statistics table, there is a positive point which comes up
that no customer has rated the Overall Satisfaction the lowest i.e. 1.
✔ On a totality basis Combination No. 19 is the mean for payment methods which indicates
that cash, credit card, drop box and e-billing are the commonly known payment modes
amongst the customers and rest are not so commonly known.
✔ On a totality basis Combination No. 9 is the mean for information extended to customers
which indicates that the customers were basically given the information on Bill Plan
Details, Credit Limit, First Bill explanation. So, adequate information is provided to the
customers of Chandigarh zone.
✔ On a totality basis an average score of 4 have been given to the attributes Politeness,
Courteousness, Knowledge, and Presentability which is a top score.

Canonical Discriminant Function Coefficients:-

✔ Discomfort is positive(+.136). So, executives in Chandigarh are cautious about visiting


and calling the customers at odd hours.
✔ Payment methods and information is negative which means adequate information
regarding payment methods and Misc. information has not been provided to the
customers.

69 | P a g e
✔ Courteousness is positive and maximum (1.203) which is a good sign. Politeness and
presentability is also positive but knowledge is negative which means the executives are
lacking the desired knowledge.

Bathinda Zone

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Group Statistics

Valid N (listwise)
Satisfaction Mean Std. Deviation Unweighted Weighted
2.00 Discomfort 3.5000 1.73205 4 4.000
Payment 12.0000 10.16530 4 4.000
Information 11.5000 5.91608 4 4.000
Polite 2.0000 .00000 4 4.000
Courteous 1.7500 .50000 4 4.000
Knowledgable 1.5000 .57735 4 4.000
Presentable 2.0000 .00000 4 4.000
3.00 Discomfort 2.6000 2.19089 5 5.000
Payment 16.2000 6.68581 5 5.000
Information 8.4000 5.02991 5 5.000
Polite 2.4000 1.14018 5 5.000
Courteous 2.8000 .83666 5 5.000
Knowledgable 3.6000 .89443 5 5.000
Presentable 3.2000 1.09545 5 5.000
4.00 Discomfort 3.0000 2.10819 10 10.000
Payment 14.0000 7.08676 10 10.000
Information 11.8000 2.09762 10 10.000
Polite 4.2000 .42164 10 10.000
Courteous 4.1000 .31623 10 10.000
Knowledgable 3.8000 .78881 10 10.000
Presentable 4.1000 .31623 10 10.000
5.00 Discomfort 5.0000 .a 1 1.000
Payment 22.0000 .a 1 1.000
Information 2.0000 .a 1 1.000
Polite 5.0000 .a 1 1.000
Courteous 5.0000 .a 1 1.000
Knowledgable 5.0000 .a 1 1.000
Presentable 5.0000 .a 1 1.000
Total Discomfort 3.1000 1.97084 20 20.000
Payment 14.5500 7.39470 20 20.000
Information 10.4000 4.35769 20 20.000
Polite 3.3500 1.22582 20 20.000
Courteous 3.3500 1.13671 20 20.000
Knowledgable 3.3500 1.22582 20 20.000
Presentable 3.5000 1.05131 20 20.000
a. Insufficient data 71 | P a g e
Eigenvalues

Canonical
Function Eigenvalue % of Variance Cumulative % Correlation
1 32.202a 93.7 93.7 .985
2 1.857a 5.4 99.1 .806
3 .310a .9 100.0 .486
a. First 3 canonical discriminant functions were used in the
analysis.

Function 1 is the most superior function since the %age of Variance against it is the maximum.
93.7% variance is explained by the first function.

Canonical Discriminant Function Coefficients

Function
1 2 3
Discomfort .047 .351 -.111
Payment -.069 .094 .034
Information .113 -.110 .227
Polite 3.200 -1.998 -1.713
Courteous -.834 2.252 2.430
Knowledgable .131 1.307 .388
Presentable 2.992 -1.533 -1.148
(Constant) -19.153 -1.177 -2.202
Unstandardized coefficients

S = - 19.153 + .047 D - .69 P + .113 I + 3.200 Po – .834 C +.131 K + 2.992 Pr


Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information
provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K
denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.

72 | P a g e
Findings:-

Group Statistics:-
The total mean of the Group Statistics table has been analyzed and so the
following points can be highlighted.
✔ If we have a look at the Group statistics table, there is a positive point which comes up
that no customer has rated the Overall Satisfaction the lowest i.e. 1.
✔ On a totality basis Combination No. 15 is the mean for payment methods which indicates
that cash, cheque, credit card, drop box are the commonly known payment modes
amongst the customers and rest are not so commonly known.
✔ On a totality basis Combination No. 10 is the mean for information extended to
customers which indicates that the customers were basically given the information on
Bill Plan Details, Credit Limit, Short SMS Codes. So, adequate information is not
provided to the customers of Bathinda.
✔ On a totality basis an average score of 3 have been given to the attributes Politeness,
Courteousness, Knowledge, and Presentability which is a neutral score.

Canonical Discriminant Function Coefficients:-

✔ Discomfort is positive(+.047). So, even executives in Bathinda are cautious about


visiting and calling the customers at odd hours.
✔ Payment methods is negative which means adequate information regarding payment
methods has not been provided to the customers. However adequate Misc. information
has been given to the customers since it is positive.
✔ Politeness is positive and maximum (+3.2) which is a good sign. Presentability and
knowledge is also positive.

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Ludhiana Zone

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Group Statistics

Valid N (listwise)
Satisfaction Mean Std. Deviation Unweighted Weighted
2.00 Discomfort 5.0000 .00000 4 4.000
Payment 21.7500 4.71699 4 4.000
Information 10.2500 3.86221 4 4.000
Polite 2.5000 1.00000 4 4.000
Courteous 2.7500 .95743 4 4.000
Knowledgable 3.5000 1.00000 4 4.000
Presentable 3.0000 1.15470 4 4.000
3.00 Discomfort 2.0000 .a 1 1.000
Payment 22.0000 .a 1 1.000
Information 7.0000 .a 1 1.000
Polite 1.0000 .a 1 1.000
Courteous 1.0000 .a 1 1.000
Knowledgable 4.0000 .a 1 1.000
Presentable 1.0000 .a 1 1.000
4.00 Discomfort 3.2308 2.00640 13 13.000
Payment 17.4615 8.70455 13 13.000
Information 9.7692 2.83296 13 13.000
Polite 4.1538 .55470 13 13.000
Courteous 4.2308 .43853 13 13.000
Knowledgable 3.6154 1.04391 13 13.000
Presentable 4.0000 .70711 13 13.000
5.00 Discomfort 3.5000 3.53553 2 2.000
Payment 23.0000 4.24264 2 2.000
Information 12.0000 1.41421 2 2.000
Polite 4.5000 .70711 2 2.000
Courteous 4.5000 .70711 2 2.000
Knowledgable 4.0000 .00000 2 2.000
Presentable 4.5000 .70711 2 2.000
Total Discomfort 3.5500 1.95946 20 20.000
Payment 19.1000 7.59432 20 20.000
Information 9.9500 2.91051 20 20.000
Polite 3.7000 1.12858 20 20.000
Courteous 3.8000 1.05631 20 20.000
Knowledgable 3.6500 .93330 20 20.000
Presentable 3.7000 1.08094 20 20.000
a. Insufficient data 75 | P a g e
Eigenvalues

Canonical
Function Eigenvalue % of Variance Cumulative % Correlation
1 6.245a 92.0 92.0 .928
2 .402a 5.9 98.0 .535
3 .138a 2.0 100.0 .348
a. First 3 canonical discriminant functions were used in the
analysis.

Function 1 is the most superior function since the %age of Variance aginst it is the maximum.
92% variance is explained by the first function.

Canonical Discriminant Function Coefficients

Function
1 2 3
Discomfort .272 .319 -.212
Payment .012 .039 .056
Information -.112 .232 .192
Polite .570 -.275 1.989
Courteous 1.747 -.410 -2.177
Knowledgable .959 .239 .298
Presentable .388 .777 .028
(Constant) -13.753 -5.354 -2.506
Unstandardized coefficients

S = - 13.753 + .272 D + .012 P - .112 I + .570 Po + 1.747 C + .959 K + .388 Pr


Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information
provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K
denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.

76 | P a g e
Findings:-

Group Statistics:-
The total mean of the Group Statistics table has been analyzed and so the
following points can be highlighted.
✔ If we have a look at the Group statistics table, there is a positive point which comes up
that no customer has rated the Overall Satisfaction the lowest i.e. 1.
✔ On a totality basis Combination No. 19 is the mean for payment methods which indicates
that cash, credit card, drop box and e-billing are the commonly known payment modes
amongst the customers and rest are not so commonly known.
✔ On a totality basis Combination No. 10 is the mean for information extended to
customers which indicates that the customers were basically given the information on
Bill Plan Details, Credit Limit, Short SMS Codes. So, adequate information is provided
to the customers of Ludhiana.
✔ On a totality basis an average score of 4 have been given to the attributes Politeness,
Courteousness, Knowledge, and Presentability which is a top score.

Canonical Discriminant Function Coefficients:-

✔ Discomfort is positive(+.272). So, even executives in Ludhiana are cautious about


visiting and calling the customers at odd hours.
✔ Payment methods is positive which means adequate information regarding payment
methods has been provided to the customers. However, Misc. information is negative
which means executives in Ludhiana lack knowledge to provide the desired information.
✔ All the attributes i.e. politeness, courteousness, knowledge and presentability is positive.

77 | P a g e
Jalandhar Zone

78 | P a g e
Group Statistics

Valid N (listwise)
Satisfaction Mean Std. Deviation Unweighted Weighted
2.00 Discomfort 3.5000 1.73205 4 4.000
Payment 21.0000 4.24264 4 4.000
Information 10.2500 3.59398 4 4.000
Polite 2.5000 1.00000 4 4.000
Courteous 2.5000 1.00000 4 4.000
Knowledgable 3.7500 1.50000 4 4.000
Presentable 2.7500 .95743 4 4.000
3.00 Discomfort 5.0000 .a 1 1.000
Payment 19.0000 .a 1 1.000
Information 8.0000 .a 1 1.000
Polite 2.0000 .a 1 1.000
Courteous 2.0000 .a 1 1.000
Knowledgable 4.0000 .a 1 1.000
Presentable 5.0000 .a 1 1.000
4.00 Discomfort 3.2143 1.88837 14 14.000
Payment 17.1429 5.85540 14 14.000
Information 8.5000 2.79422 14 14.000
Polite 3.9286 .73005 14 14.000
Courteous 4.0000 .55470 14 14.000
Knowledgable 3.7143 .82542 14 14.000
Presentable 4.1429 .77033 14 14.000
5.00 Discomfort 5.0000 .a 1 1.000
Payment 27.0000 .a 1 1.000
Information 13.0000 .a 1 1.000
Polite 4.0000 .a 1 1.000
Courteous 4.0000 .a 1 1.000
Knowledgable 4.0000 .a 1 1.000
Presentable 4.0000 .a 1 1.000
Total Discomfort 3.4500 1.79106 20 20.000
Payment 18.5000 5.72621 20 20.000
Information 9.0500 2.96426 20 20.000
Polite 3.5500 .99868 20 20.000
Courteous 3.6000 .94032 20 20.000
Knowledgable 3.7500 .91047 20 20.000
Presentable 3.9000 .96791 20 20.000
a. Insufficient data 79 | P a g e
Eigenvalues

Canonical
Function Eigenvalue % of Variance Cumulative % Correlation
1 2.796a 66.6 66.6 .858
2 .758a 18.1 84.7 .657
3 .643a 15.3 100.0 .626
a. First 3 canonical discriminant functions were used in the
analysis.

Function 1 is the most superior function since the %age of Variance against it is the maximum.
66.6% Variance has been explained by the first function.

Canonical Discriminant Function Coefficients

Function
1 2 3
Discomfort .079 .262 .206
Payment .041 .231 .005
Information -.056 .282 -.035
Polite -2.964 -2.649 .133
Courteous 4.836 2.994 -.752
Knowledgable -.777 -.616 .396
Presentable .323 .349 1.240
(Constant) -5.745 -8.156 -4.573
Unstandardized coefficients

S = - 5.745 + .079 D + .041 P - .056 I – 2.964 Po + 4.836 C - .777 K + .323 Pr

80 | P a g e
Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information
provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K
denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.

Findings:-

Group Statistics:-
The total mean of the Group Statistics table has been analyzed and so the
following points can be highlighted.
✔ If we have a look at the Group statistics table, there is a positive point which comes up
that no customer has rated the Overall Satisfaction the lowest i.e. 1.
✔ On a totality basis Combination No. 19 is the mean for payment methods which indicates
that cash, credit card, drop box and e-billing are the commonly known payment modes
amongst the customers and rest are not so commonly known.
✔ On a totality basis Combination No. 9 is the mean for information extended to customers
which indicates that the customers were basically given the information on Bill Plan
Details, Credit Limit, First Bill Explanation. So, adequate information is provided to the
customers of Jalandhar.
✔ On a totality basis an average score of 4 have been given to the attributes Politeness,
Courteousness, Knowledge, and Presentability which is a top score.

Canonical Discriminant Function Coefficients:-

✔ Discomfort is positive(+.272). So, even executives in Jalandhar are cautious about


visiting and calling the customers at odd hours.
✔ Payment methods is positive which means adequate information regarding payment
methods has been provided to the customers. However, Misc. information is negative
which means executives in Ludhiana lack knowledge to provide the desired information.
✔ Politeness and knowledge is negative. Courteousness and presentability is positive.

81 | P a g e
Overall Analysis

82 | P a g e
Group Statistics

Valid N (listwise)
Satisfaction Mean Std. Deviation Unweighted Weighted
2.00 Discomfort 4.2105 1.35724 19 19.000
Payment 18.3684 7.91771 19 19.000
Information 9.0000 4.72582 19 19.000
Polite 2.0000 .81650 19 19.000
Courteous 2.1579 .76472 19 19.000
Knowledgable 2.6842 1.24956 19 19.000
Presentable 2.4737 .84119 19 19.000
3.00 Discomfort 3.6364 1.91169 11 11.000
Payment 17.3636 5.06503 11 11.000
Information 5.6364 4.73862 11 11.000
Polite 2.8182 1.32802 11 11.000
Courteous 2.7273 .90453 11 11.000
Knowledgable 3.4545 .82020 11 11.000
Presentable 3.2727 1.19087 11 11.000
4.00 Discomfort 3.1552 1.88997 58 58.000
Payment 18.1379 7.20489 58 58.000
Information 9.2414 2.85504 58 58.000
Polite 4.0345 .74846 58 58.000
Courteous 4.0172 .57709 58 58.000
Knowledgable 3.8448 .83355 58 58.000
Presentable 4.1724 .59642 58 58.000
5.00 Discomfort 3.7000 1.94651 10 10.000
Payment 18.2000 7.88529 10 10.000
Information 8.1000 3.69534 10 10.000
Polite 4.4000 .51640 10 10.000
Courteous 4.3000 .67495 10 10.000
Knowledgable 4.3000 .67495 10 10.000
Presentable 4.5000 .52705 10 10.000
Total Discomfort 3.4694 1.82877 98 98.000
Payment 18.1020 7.11538 98 98.000
Information 8.6735 3.71615 98 98.000
Polite 3.5408 1.18555 98 98.000
Courteous 3.5408 1.03713 98 98.000
Knowledgable 3.6224 1.03062 98 98.000
Presentable 3.7755 1.01057 98 98.000
83 | P a g e
Eigenvalues

Canonical
Function Eigenvalue % of Variance Cumulative % Correlation
1 2.442a 93.3 93.3 .842
2 .156a 6.0 99.3 .368
3 .019a .7 100.0 .138
a. First 3 canonical discriminant functions were used in the
analysis.

Function 1 is the most superior function since the %age of Variance aginst it is the
maximum.93.3 % variance is explained by the first function.

Canonical Discriminant Function Coefficients

Function
1 2 3
Discomfort -.087 -.028 .539
Payment -.008 .075 -.023
Information .005 .227 .066
Polite .394 -.414 -.152
Courteous .645 .842 .147
Knowledgable .297 -.644 .579
Presentable .706 -.110 -.134
(Constant) -7.014 -2.010 -3.592
Unstandardized coefficients

S = - 7.014 - .087 D - .008 P + .005 I + .394 Po + 0.645 C + .297 K + .706 Pr


Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information
provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K
denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.

84 | P a g e
Findings:-

Group Statistics:-
The total mean of the Group Statisitics table has been analysed and so
the following points can be highlighted.
✔ If we have a look at the Group statistics table, there is a positive point which comes up
that no customer has rated the Overall Satisfaction the lowest i.e. 1.
✔ On a totality basis Combination No. 18 is the mean for payment methods which indicates
that cash, cheque, drop box and e-billing are the commonly known payment modes
amongst the customers and rest are not so commonly known.
✔ On a totality basis Combination No. 9 is the mean for information extended to customers
which indicates that the customers were basically given the information on Bill Plan
Details, Credit Limit, First Bill Explanation. So, overall the customers are not given
information on Short SMS Codes.
✔ On a totality basis an average score of 4 have been given to the attributes Politeness,
Courteousness, Knowledge, and Presentability which is a top score.So, overall the score
is good.

Canonical Discriminant Function Coefficients:-

✔ Overall the Discomfort is negative(-0.87). So, it’s a grave problem. Customers overall
satisfaction is reducing due to the calling and visiting at odd hours primarily.
✔ Payment Methods is negative (-.08P) which shows adequate information regarding
Payment methods is not extended by the Executives to the customers. Information is
positive but quite low which shows that the Misc. Information such as the Bill plan
details etc. is also not adequately provided to the customers.

85 | P a g e
Fishbone Analysis
A Problem-Analysis Tool

The above two analysis using the Bar graphs and SPSS is a practical analysis. But to basically know
the lags in the Welcome Visits, we need to go into the intricacies of the various processes in the
Human Resources which are lagging because of which the customer satisfaction from the Welcome
Visits is low.
What is a Fishbone diagram?
Dr. Kaoru Ishikawa, a Japanese quality control statistician, invented the fishbone diagram in the
1960’s. Therefore, it may be referred to as the Ishikawa diagram. Ishikawa in the process became one
of the founding fathers of modern management. The fishbone diagram is an analysis tool that
provides a systematic way of looking at effects and the causes that create or contribute to those
effects. Because of the function of the fishbone diagram, it may be referred to as a cause-and-effect
diagram. The design of the diagram looks much like the skeleton of a fish. Therefore, it is often
referred to as the fishbone diagram.
When should a fishbone diagram be used?
• Need to study a problem/issue to determine the root cause?
• Want to study all the possible reasons why a process is beginning to have difficulties,
problems, or breakdowns?
• Want to study why a process is not performing properly or producing the desired results?
How is a fishbone diagram constructed?
Basic Steps:
1. Draw the fishbone diagram....
2. Label each ""bone" of the "fish". The major categories typically utilized are:

86 | P a g e
 The 4 M’s:
• Methods, Machines, Materials, Manpower
 The 4 P’s:
• Place, Procedure, People, Policies
 The 4 S’s:
• Surroundings, Suppliers, Systems, Skills
The four categories can be combined in any fashion, they are to help organize one’s ideas.
4. Using an idea-generating technique (e.g., brainstorming) to identify the factors within each
category that may be affecting the problem/issue and/or effect being studied. The team should
ask... "What are the machine issues affecting/causing..."
5. Repeating this procedure with each factor under the category to produce sub-factors.
Continue asking, "Why is this happening?" and putting additional segments to each factor
and subsequently under each sub-factor.
6. Continue until you no longer get useful information as you ask, "Why is that happening?"
7. Analyzing the results of the fishbone after team members agree that an adequate amount of
detail has been provided under each major category. Items that appear in more than one
category become the “most likely causes”.
8. For those items identified as the "most likely causes", the team should reach consensus on
listing those items in priority order with the first item being the most probable" cause.

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Fishbone Analysis- Low CSMM Scores

Measureme Materi
nt als
No Audit been conducted
No Structured Induction Training Program
available

88 | P a g e
Poor Executives Scenario
Faulty Recruitment process

Executives Poor job knowledge


No Induction for new joinees

High attrition
No Refresher Training Since Last 6

Lack Basic Skills


No structured Training Programme

Manpower Method
s

Findings from the Fish Bone Analysis


• Material:-
✔ No Structured InductionTraining Programme for new joinees :- Induction Training
Programme is an important process for bringing staff into an organisation. It provides an
introduction to the working environment and the set-up of the employee within the

89 | P a g e
organisation. The process covers the employer and employee rights and the terms and
conditions of employment.
An induction programme is part of an organisations knowledge management process and
is intended to enable the new starter to become a useful, integrated member of the team,
rather than being "thrown in at the deep end" without understanding how to do their job,
or how their role fits in with the rest of the company.
A good induction programmes can increase productivity and reduce short-term turnover
of staff.
Welcome Visits is such an important task of the company, and in order to make the
Welcome Visit Executives comfortable with the job an induction programme is a must
for them which currently is not there.

• Methods:- The following methods or processes relating to the Welcome Visits are
faulty and needs modification:-
✔ Faulty Recruitment Process:- No proper recruitment process is currently followed.
Following is the current Recruitment process:-
There is no involvement of the Welcome Visit team in the recruitment process which is
really essential to select a right job fit candidate.
✔ No Refresher Training:- Refresher Training is a short term course aimed at recalling and
reinforcement of previously acquired knowledge and skills and also updating knowledge
according to the current scenario.

90 | P a g e
Since the Welcome Visit Executives have a direct contact with the customers,
there is a constant need for them to get updated with the latest plans and all connection
related information.
No such refresher course has been conducted in the company from the past 6
months. So, it is one of the important reasons behind the low CSMM scores.
✔ No Structured Training Programme:- Training is the act of increasing the knowledge
and job skills of the employees. No proper Training Programme has taken place in the
company in the last 6 months. Infact it is the most likely cause of Low CSMM Scores
because of its recurrence in the Fish Bone Analysis under more than one head.
• Manpower:-
✔ Poor Executives Scenario :- Following is the information relating to their age on the
job, work experience, educational background, etc.

Age on➢Job

16%

0-6 Months
➢ 6-12 Months
25% 59%
➢ >12 months

Work Experience

34%
1st Job
2nd & 3rd Job
66%

91 | P a g e
Eduactional Qualification

12%

Post Graduates
Executives do not have a prior Work Experience and therefore are not able to satisfy the
Graduates
55%
customers well. 66% of the Executives are into 33%
their first job. Senior Secondary
Only 15% of the Executives are working with Airtel for a period more than one year. It
shows high attrition rate among the Executives. The reasons could be many ; low job
satisfaction as they are off roll employees, less scope of growth, etc.
55% of the Executives are Senior Secondary and thus are not exposed to the vagaries of t
he market and thus are not able to yield a high rate of customer satisfaction.
✔ Executives Poor Job Knowledge:- The Job Knowledge of Executives is lacking in
each Zone. However if we check out the rating of the Knowledge attribute, Amritsar
& Bathinda are extremely low with 30% customers rating them 1 & 2 scores and
barely 60% and 65% customers respectively giving them high scores. So, poor job
knowledge is another reason for low CSMM Scores.
✔ Lack Basic Skills:- The executives lack basic soft skills in some of the Zones.

• Measurement:-
✔ No Audit been conducted:- The general definition of an audit is an evaluation of a
person, organization, system, process, project or product. So, audit is really important
to review and regulate the performance of any individual or process. However, there
is no system of Audit for the Welcome Visit Executives at Airtel. There is an urgent
need for the same because of the fact that customers are not fully satisfied with the
Welcome Visits and so Executives who are not good at their performance should be
realised of the fact so that they can improve their performance accordingly.

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Recommendations

• New Recruitment Process :-

Currently the interview is conducted just by the HR department, however it is


recommended that the Welcome Visit team should also be a part of the recruitment
process because they are in a better position to recruit an Executive as they know the job
needs of an Executive better.
So, all this would help the organization to select a right job fit Welcome Visit Executive.

• 3 day’s Training Programme/ Induction Training programme:-

1st Day:
Job Knowledge should be given to the executives on the first day. A detailed explanation
of the various bill plans, schemes, modes of payment etc. should be given to them.
Airtel product-Help Book should be explained to them.
The Airtel executives should fill the Job Knowledge Questionnaire towards the start and
end of the program which would reflect the level of knowledge gained and it will also
give an overview of the effectiveness of the program.It is explained further in detail.

Note:- While imparting training to the executives on job knowledge following lacking
areas of each zone should be kept in mind by the trainer so that the Welcome Visit
CSMM scores improve:-

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✔ Amritsar:- Welcome Visit Executives have less job knowledge as compared to
other zones in terms of the results of the analysis. So they need to be given an
Exhaustive training session in the job knowledge.
✔ Chandigarh:- Chandigarh is highest scoring with good scores but still
discriminant analysis shows a scope for improvement.
✔ Bathinda:- Even Welcome Visit Executives of Bathinda have less job knowledge
as compared to other zones in terms of the results of the analysis. So they need to
be given an Exhaustive training session in the job knowledge.
✔ Ludhiana:-Ludhiana has average scores and hence a fairly good amount of
improvement is needed as regards information delivery to the customers is
concerned.
✔ Jalandhar:- Even Jalandhar just like Ludhiana has average scores and hence a
fairly good amount of improvement is needed as regards information delivery to
the customers is concerned.

So, training programmes can be so moduled as to suit the specific needs of each
Zone.

A special point can be highlighted here that as regards payment methods are concerned,
M- cheque is a payment mode which maximum of the customers across all the zones are
not aware of. So, this payment mode should specially be highlighted in all the training
programmes.

2nd Day:
First Half - Soft skills Training should be given to the Executives to improve the
behavior & outlook of executives, Communication, etc. They should be given tips on
Grooming, Personal hygiene, Dressing, Body Language, Greeting the customer, etc,
Business Etiquettes - Do’s & Don’ts.
Second Half - In the second half a Senior executive should take over the program who
should enlighten the executives with his experiences of Welcome Visit and case studies
can also be taken up.
Role Plays should also be conducted based on learnings from the field & case study.

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Note:- While imparting training to the executives on soft skills following lacking areas of
each zone should be kept in mind by the trainer so that the Welcome Visit CSMM scores
improve:-
✔ Amritsar:- Customers here are having a discomfort due to calling and visits at
odd times along with the Verification which they carry out from neighbours, etc.
So, this basic thing should be told to the Executive that they should not cause
discomfort to the customer in any way. Amritsar Zone executives also need a
training in soft skills as it is a zone which is having low scores in politeness,
courteousness and presentability.
✔ Chandigarh:- Discomfort due to the Executive’s calling or visiting at odd hours is
not an issue in this zone. Otherwise also its top scoring in the attributes such as
politeness, courteousnessand presentability.
✔ Bathinda:- Customers are not as much discomfortable but they are to some extent
mainly from two reasons only i.e. calling and visiting at odd hours. So, some sort
of cautiousness should be recommended to such Executives. Even Bathinda zone
Executive’s like that of the Amritsar Zone need a training in soft skills as these
are the zone which are having low scores in politeness, courteousness and
presentability.
✔ Ludhiana:- Customers are not as much discomfortable but they are to some
extent mainly from two reasons only i.e. calling and visiting at odd hours. So,
some sort of cautiousness should be recommended to such Executives.
Otherwise, its top scoring in the attributes such as politeness, courteousness and
presentability.
✔ Jalandhar:- Customers are not as much discomfortable but they are to some
extent mainly from two reasons only i.e. calling and visiting at odd hours. So,
some sort of cautiousness should be recommended to such Executives. Jalandhar
executives lack a bit of courtesy and politeness, so they need to be specially
taught to be polite and courteous with customers.

3rd Day:
Field visits in the respective zones can be observed by a senior on the last day of the
induction training programme. Along with that their doubts can be clarified while on
field visits.

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The training module should be conducted separately for all the zones or some zones can
be combined due to the reason that there are separate Job knowledge, Information needs,
and a different level of Soft skills which are reflected from the figures of the discriminant
analysis carried out and also by the frequencies shown by the Bar Graphs.
Training can be conducted in the following ways:-
✔ Amritsar and Bathinda are almost lacking similar attributes. So, a combined
training programme can be conducted for them.
✔ Ludhiana and Jalandhar are almost lacking similar attributes. So, a combined
training programme can be conducted for them.
✔ Chandigarh executive’s are the top scorers in each attribute and hence there can
be a separate training programme for them which would help them excel.

This training module can be used as an independent training module/ as an induction module as
well. If it is used as an Induction Module, then along with the Job knowledge given on the first
day, the executive will also be given a brief about the Bharti Culture and Values.

• Conducting Refresher Training Programmes:- Refresher training should be


conducted at least once in 6 months to update the Executive with the changes taking
place in say, bill plans, etc. A session to recall their already acquired knowledge should
also be a part of such refresher training.

• Job Knowledge Questionnaire:- A Job Knowledge Questionnaire can be used as a


tool to assess the knowledge of the Executive in his job before taking the training
programme and after he has took the Training Programme.
A job knowledge Questionnaire basically consists of a set of Multiple choice questions
which need to be answered by the Executive and would help the organization in many
ways

✔ Firstly, the comparative scores of the Questionnaire would help the organization to know
whether the training module was effective in providing the desired knowledge to the

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Executive. If not improvisations in the module can be made.
For instance:-If the score of the JKQ was 5/10 on an average before the training i.e. out
of a set of 10 questions were asked, 5 on an average were correct and after the training
programme the score has improved to say 8/10, we can say the training programme
module was effective and if the scores are reduced, accordingly the module can be
modified.

✔ By having a look at the filled questionnaires, the trainer will know what kind of
knowledge needs to be extended during the course of the training. Post training results
also helps us analyse the areas in which the knowledge needs to be enhanced.
✔ This will make the executives confident about their knowledge.
✔ JKQ as a basis of recognition:- The candidates with good JKQ results can be rewarded.
This will give them a motivation to learn.
So effectiveness of Trainings can be analyzed in a very inexpensive manner.
Note:- A copy of the JKQ has been attached in the Annexure(Page No. – 96,97)

• Conducting Field Audits:- Field Audits can be conducted to evaluate the


performance of the Welcome Visit Executives. For this a Field Audit form has been
devised which can be made filled by the supervisor of the customer from some of the
selected customers he has visited. It’s a kind of a check list which would enable the
supervisor to know about the performance of the Executive and accordingly he can
motivate him to work better.
Note:- A copy of the Field Audit form has been attached in the Annexure(Page No. - 98).

• Rewards and Recognition:- Since the Welcome Visit Executives are off roll
employees of the company, there is no policy as regards providing them with certain
incentives.
But some system of rewards should be there for such Executives. They are a cadre
of low level employees who will be highly motivated with such an initiative of the HR
department. A reward of whatsoever amount according to the company budget would
bring a sense of recognition for the Executives. Scores of the Job knowledge
Questionnaire can become the basis of the reward.

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Implementation

• Conduct of Training Programme:- The recommendation of the Training


programme above was implemented in the company during the course of my Summer
Internship Programme. Since, recession has hit the economy and each company is
moving towards cost cutting, so implementing a 3 day programme without the surety of
success would have been a stake. So it was undertaken at a small level on an
experimental basis.

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A one day training programme was conducted by the trainers of the Bharti
Learning Systems. Bharti Learning Systems Limited, a wholly owned subsidiary of
Bharti Enterprises, is a premier end-to-end learning and development solutions
organization that specializes in the customer experience arena. It provides learning
solutions that impact business performance through enhanced employee productivity,
customer profitability and effective talent transformation.

Was the Training Programme a success ??

As mentioned above in the recommendations, before and after the Training Programme is
conducted , a Job Knowledge Questionnaire (JKQ) needs to be filled from the Welcome Visit
executive and so a JKQ was made filled by the participants of the Training Programme. The
Training Programme was a success as the results of Job Knowledge Questionnaire showed.

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• No of executives scoring 9 & above before training -2 (16.67% of the total respondents)

• No of executives scoring 9 & above Post training - 9 (75% of the total respondents)

Thus an improvement of
21%

Learnings From the Summer Internship Programme

The 14 weeks of Summer Internship has been a great learning experience for me. I got to meet
many people from different backgrounds while working in the company and also during the
course of my study which was a great experience for me all together. I learnt a lot from the study
which I undertook at Airtel. Besides the study, I have seen and experienced the various HR
practices at AIRTEL. Trainings happening at Airtel have given me an insight into the Trainings
and Development practically happening in the telecom sector. I had an opportunity to practically
see what all activities take place in the Human Resources Department. I have learnt about the
various employee engagement activities like conducting Health camps, Events, celebrations of
festivals, etc. which provides Joy to employees at the workplace itself. As an Intern in Human
Resources I learnt that corporates today cannot sustain until and unless they have a strong base
of policies which allure employees. So, I got to know a lot about the Rewards and Recognition
Policies, Deferred Bonus policies, Retention Policies etc. which Airtel is incorporated with. The
creativity in Human Resources Department at Airtel is at its peak. So, as a trainee I got to
enhance my creative skills as well.
Indeed, I would say each day was a new learning experience for me which I would remember
throughout my life.

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References

Following sites have been referred to:-


• www.airtel.in
• www.bharti.com
• www.bhartiairtel.in
• http://www.imrbint.com/divisions/csmm.html
• www.allbusiness.com
• www.workforce.com
• www.impactfactory.com
• http://workplaceculture.suite101.com/article.cfm/induction_training
• www.google.com
• www.easyaccess.com (Airtel - Intranet)

Following books have been referred to:-

• Human Resource Management – ICMR


• Human Resource Management – Ashwathappa
• The Management of Human Resources – Robbins, Stephens
• Personnel Training – Gvin, Robert M.

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• Personnel Management – Flippo
• Business Research Methods – Cooper, Schindler
• Business Research Methods – ICMR
• Airtel Welcome helpbook

Annexure
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Dear Sir/ Ma’am,
This is a survey being conducted by Airtel to know the effectiveness of the Welcome Visits
which were made at your house after you took a new postpaid Airtel connection.
Welcome visit, as you all might know is a visit paid by the Welcome Visit Executive of Airtel
to the new postpaid customer of Airtel within 48 hours of activation of the connection. It is an
activity carried out by the Welcome Visit Executive for the following purposes:-
• Address Verification and Credit Verification:- Here the Welcome visit executive verifies
your documents.

• Bill Plan Details:- He has to explain all the chargeable services in the customer’s
monthly bill like the Rate plan, Advance Rental, and Value Plus Services.
The outgoing call charges, Recurring Charges, Non-Recurring Charges, Usage,
Discounts& Adjustments, Service Tax, Late Fees, etc. are also to be told.

• Bill Cycle, due Date and LPC:- Bill cycle is to be explained. Late Payment Charges
are also to be told.

• Short Code Education:- Short codes (Codes sent to 121 as an SMS) , For e.g.

✔ OT for Outstanding Amount.


✔ MBILL for Mini Bill Statement.
✔ UNB for Unbilled Amount.

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Such Short Code Education is also required to be given by the Welcome Visit
Executive to the customer.

• Payment Options:- Various Payment modes are also to be told.

By filling this questionnaire, please give us a chance to know where such Welcome
Visit Executives are lacking so that we can improve and serve you better tomorrow.

Customer’s Satisfaction
Measurement Questionnaire

Personal Information:

a) Customer Name:

b) Age Group: 18-25 25-30 30-40 above 40

c) Sex: Male Female

d) Occupation:

1. From how much time have you been using mobile services? _________________

2. Is this the first time that you have used Airtel services?

Yes No

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3. Are you satisfied with your current connection? If not why?

______________________________________________________________________________

______________________________________________________

4. Were you satisfied with the address verification and credit verification

process carried out by our Welcome Visit Executive ?

Yes No

5. Do you feel any kind of discomfort due to any of the following?

Calling at odd times

Visiting at odd hours

Asking of any uncomfortable questions

Verification from neighbours/servant, etc.

6. Which of the following payment methods were told to you by the Welcome

Visit Executive?

Cash Cheque Credit card Drop box Mobile cheque e-billing

7. Which of the following information was provided to you during the Welcome

Visit?

Bill Plan Details Credit Limit First Bill Explanation Short SMS Codes

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8. On a scale of 1-5 how would you rate the executive on the following

attributes?

Polite ___ Courteous ___ Knowledgable ___ Presentable ___

9. How would you rate the overall satisfaction with the Welcome Visit?

Outstanding Very Good Good Average Below

Average

Thank You for your Response!!!

Combinations used in SPSS

For the question no. 5, 6 and 7 in the Questionnaire where answers could have been more than
one option, following are the numbers given to different combinations to make the application of
SPSS possible:-

Q5. Do you feel any kind of discomfort due to any of the following?

1) Calling at odd times

2) Visiting at odd hours

3) Asking of any uncomfortable questions

4) Verification from neighbours/servant, etc.

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Here combinations used are as follows:-

• 1,2 – 3

Which means customers who have chosen the 1 and 2 option have been assigned No. 3

for this question.

No answer was there in any other combination for this respective question.

Q6. Which of the following payment methods were told to you by the Executive?

1) Cash 2) Cheque 3)Credit card 4)Drop Box 5) Mobile Cheque 6) e-billing

Here combinations used are as follows:-

• 1,2 – 7
• 1,3 – 8
• 1,2,3 – 9
• 1,2,4 – 10
• 1,3,4 – 11
• 1,3,6 – 12
• 1,4,5 – 13
• 1,5,6 – 14
• 1,2,3,4 – 15
• 1,2,3,6 – 17
• 1,2,4,6 – 18
• 1,3,4,6 – 19
• 1,3,5,6 – 20
• 1,2,3,4,5 – 21
• 1,2,3,4,6 – 22
• 1,2,3,5,6 – 23
• 1,2,4,5,6 – 24
• 1,3,4,5,6 – 25
• 1,2,3,4,5,6 – 26
• 1,4,5,6 – 27

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Q7. Which of the following information was provided to you during the Welcome Visit?

1)Bill Plan Details 2) Credit Limit 3) First Bill Explanation 4)Short SMS Codes

Here combinations used are as follows:-

• 3,4 – 5
• 1,2,4 – 6
• 1,2,3,4 – 7
• 2,3,4 – 8
• 1,2,3 – 9
• 1,2,4 – 10
• 1,3,4 – 11
• 1,2 – 12
• 1,3 – 13
• 1,2 – 12
• 1,3 – 13
• 2,3 – 14
• 2,4 – 15
• 1,4 - 16

JOB KNOWLEDGE QUESTIONNAIRE


Please tick mark the option which you find is the correct one.

1. Airtel is present in how many circles all over India?

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22 circles 21circles
24 circles 23 circles

2. What is the name of the booklet which is given to the customer while welcoming him on
the airtel network?
Welcome kit My Welcome Help book
Airtel Welcome Help book Our welcome Help copy

3. On which day is the customer charged late fee?

16th day 21st day


18th day 19th day

4. What is the website for airtel?

www.airtel.in www.airtelbill.com
www.airtel.co www.airtelhelpbook.com

5. On which of the numbers is the customer required to call in order to activate Hello
tunes?
55055 12345
543211 54321

6. Which of the following numbers would the customer type on his mobile screen in order
to receive his unbilled statement?
*121*14# *121*16#
*121*13# *121*12#

7. What is the name of the document which you are required to fill after you have met
the customer?

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SEF CIF
CEF PEF

8. What is a new customer’s initial credit limit?

500 800
300 400

9. Which of the following sms is to be typed in order to register for m-cheque?

M-chq to 121 M-ch to 121


Pay airtel to121 airtel to 543219

10. Which of the following codes will you write in the CIF if the customer refuses to give
information?
HLD SNR
SND IDD

Thank You!!

WELCOME VISIT AUDIT

1) Did the executive visit you at the given address?


YES NO

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2) Was the executive polite, courteous & presentable?
YES NO

3) Did the executive provide you with the "Airtel Helpbook”?


YES NO

4) Did the executive provide you any information on credit limit?


YES NO

5)Did the executive answer questions and objections confidently and convincingly?
YES NO

6)Did the executive provide/make a note of the other queries that you had with regards to
your connection?
YES NO

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