Rahul

A
Summer Training project report on

“The Study of Balanced Business Scorecard & TRA billing---
in BSNL” (a case of Bareilly city)
Submitted for the Partial fulfillment of the degree of

MASTERS OF BUSINESS ADMINISTRATION
From
UTTAR PRADESH TECHNICAL UNIVERSITY, LUCKNOW
(BATCH 2008-20010)
UNDER GUIDANCE OF SUBMITTED BY

Mr.Yadunath Rahul Singh
CAO (CA) MBA 3RD SEM
O/O GMTD, Bareilly Roll No. 0801670028
SUBMITTED TO:
DEPARTEMENT OF BUSINESS ADMINISTRATION
RAKSHPAL BAHADUR MANAGEMENT INSITITUTE
BAREILLY (U.P.)
PUNCH LINE OF BSNL: - “Connecting India”
Declaration
I Beenu Singh Chauhan student of MBA 3rd SEM (University roll no-0701670028) at
RBMI, herby declare that I have completed my project work titled, “The study of
Balanced Business Scorecard & TRA billing in BSNL—a case of
Bareilly city” as a compulsory part of my course curriculum.
The information provided in the report is original and has not been copied from
anywhere.
This report is not submitted to any other university for the award of any other
degree/diploma.
Beenu Singh Chauhan
MBA 3rd SEM
Roll no-0701670028
Acknowledgement
I acknowledge my gratitude and thank to all the well knowledge persons for giving me
opportunity to avail all the best facilities available at this telecom centre through which I
have gained knowledge thinking so as too just in the environment suitable for harmonic
adjustment. I am grateful to the following persons for various help rendered by them
during the training period.
I heartly thanks to Mr. Yadunath CAO (CA) O/O GMTD Bareilly and to Mrs. Mariam
Sorain for her invaluable instructions & support from time-to-time.
Finally, I would like to render my deep sense of gratitude to my teachers Dr. Saurabh
Gupta, Mr. Saurabh Saxena, and Mr. Ajay Khandelwal, without whose guidance and
feedback it would not have been possible for me to undertake the research and utilize the
research methodology tools appropriately.
Last but not least, I express very heart felt thanks to my friend, parents and almighty who
have directly or indirectly helped me in the successful completion of this project.
Beenu Singh Chauhan
MBA 3rd sem
Roll No. 0701670028
PREFACE
Since time immemorial, a man has tried hard to bring the world as close to himself as
possible. His thirst for information is hard to quench so he has continuously tried to
develop new technologies, which have helped to reach the objective.
The world we see today is a result of the continuous research in the field of
communication, which started with the invention of telephone by Grahm Bell to the
current avtar as we see in the form INTERNET and mobile phones. All these
technologies have come to existence because man continued its endeavor towards the
objective.
This project report of mine, THE STUDY OF BALANCED BUSINESS

SCORECARD AND TRA BILLING IN BSNL—A CASE OF BAREILLY CITY has
been a small effort in reviewing the performance and billing procedure of the telephone
company. For this purpose, no organization other than BAHRAT SANCHAR NIGAM
LIMITED could have been a better choice.
TABLE OF CONTENT
Part I
 Introduction of the company
 BSNL-Bareilly
Part II
 Introduction of the problem.
 Objectives of the study.
 Research Methodology.
 Introduction of the topic
 Telephone revenue account billing
 Relevance of BBSC in BSNL
 Generating the Balance Score Card
 Deciding the performance parameters
 Types of performance parameters
 Assigning the weight
 Finalizing the target and reporting of achievements
 Calculating the performance scores.
Part III
Conclusion
 Bibliography
 Annexure
INTRODUCTION OF THE COMPANY:-

Bharat Sanchar Nigam Ltd formed in October, 2000, is worlds 7 th largest
telecommunication company providing comprehensive range of telecom services in
India: Wire line, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service,
MPLS-VPN, VSAT, VoIP services, IN Services e.t.c. Within a span of five years it has
become one of the largest public sector units in India.
BSNL has installed quality telecom network in the country and now focusing on
improving it, expanding the network, introducing new telecom services with ICT
applications in villages and winning customer’s confidence. Today , it has about 47.3
million line basic telecom capacity , 4 million WLL capacity , 20.1 million GSM
capacity , more than 37382 fixed exchanges , 18000 BTS , 287 Satellite Stations , 480196
Rkm of OFC cable , 63730rkm of Microwave Network connecting 602 district , 7330
cities/ towns and 5.5 lakh villages.
BSNL is the only service provider, making focused efforts and planned initiatives to
bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in
the country to beat its reach with its wide network giving services in every nook & corner
of country and operates across India except Delhi & Mumbai. Whether it is inaccessible
areas of Siachen glacier or North-eastern region of the country BSNL serves its
customers with its wide bouquet of telecom services.
BSNL is numero uno operator of India in all services in its license area. The company
offers vide ranging & most transparent tariff schemes designed to suite every customer.
BSNL cellular service, CellOne, has more than 17.8 million cellular customers, garnering
24 percent of all mobile users as its subscribers. That means that almost every fourth
mobile user in the country has a BSNL connection. In basic services, BSNL is miles
ahead of its rivals, with 35.1 million Basic Phone subscribers i.e. 85 per cent share of
the subscriber base and 92 percent share in revenue terms.
BSNL has more than 2.5 million WLL subscribers and 2.5 million Internet Customers
who access Internet through various modes viz. Dial-up, Leased Line, DIAS, Account
Less Internet (CLI). BSNL has been adjudged as the NUMBER ONE ISP in the country.
BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure

that provides convergent services like voice, data and video through the same Backbone
and Broadband Access Network. At present there are 0.6 million DataOne broadband
customers.
The company has vast experience in Planning, Installation, network integration and
Maintenance of Switching & Transmission Networks and also has a world class ISO
9000 certified Telecom Training Institute.
Scaling new heights of success, the present turnover of BSNL is more than
Rs.351, 820 million (US $ 8 billion) with net profit to the tune of Rs.99,390 million
(US $ 2.26 billion) for last financial year. The infrastructure asset on telephone alone is
worth about Rs.630, 000 million (US $ 14.37 billion).
BSNL plans to expand its customer base from present 47 millions lines to 125 million
lines by December 2007 and infrastructure investment plan to the tune of Rs. 733 crores
(US$ 16.67 million) in the next three years.
The turnover, nationwide coverage, reach, comprehensive range of telecom services and
the desire to excel has made BSNL the No. 1 Telecom Company of India.
VISION, MISSION & OBJECTIVE OF BSNL:-

Vision:-Defines the mid to long term (3 to 10 year) goals of the organization. The
vision should be external and market oriented and should express – often in “visionary”
terms - how the organization wants to be perceived by the world.
• BSNL-VISION: To become the largest Telecom Service Provider in Asia.
Mission: - Reason for the organization’s existence, the basic purpose towards which
its activities are directed, and the values that guide employee’s activities.
Describes how the organization expects to compete and deliver value to customers
• BSNL-MISSION:
1) To provide world class State-of-art technology telecom services to its customers on

demand at competitive prices.
2) To provide world class telecom infrastructure in its area of operation and to
contribute to the growth of the country's economy.
Objectives:-
• To be the Lead Telecom Services Provider.
• To provide quality and reliable fixed telecom service to our customer and there by
increase customer's confidence.
• To provide mobile telephone service of high quality and become no. 1 GSM
operator in its area of operation.
• To provide point of interconnection to other service provider as per their

requirement promptly.
• To facilitate R & D activity in the country.

• Contribute towards:
1) National Plan Target of 500 million subscriber base for India by 2010.
2) Broadband customers base of 20 million in India by 2010 as per Broadband Policy

2004.
3) Providing telephone connection in villages as per government policy.
4) Implementation of Triple play as a regular commercial proposition

.
HRD:-
1) ORGANISATIONAL CHART OF BSNL:-
2) STAFF:-
Distribution of Group-wise staff strength of DoT and BSNL (numbers) as on
31st March 2007 is indicated below:
FINANCE:-
1) REVENUE:-Revenue earned by BSNL during last five years
2) GROSS INVESTMENTS IN FIXED ASSETS:-
The BSNL is making substantial investment year to year for its network expansion
and modernization. During the current financial year BSNL has made the gross
investment of Rs. 8153 crores (US $ 1.87 billion) in Fixed Assets. These investments
have been financed by the internal accruals.
3) Cumulative Capital Outlay:-
BSNL has Gross Fixed Assets of over Rs. 118649 Crores (US $ 27.21 billion) as on
31.03.2007
NETWORK:-
Telephone
Basic Telephone (Bfone)

Total Number of connections as on 31.12.2007 3,17,11,219
WLL (Tarang)
Total Number of connections as on 31.12.2007 40,86,878
Village Public Telephones
Total Number of Telephones as on 31.12.2007 5,18,059
Public Telephones (Local, STD and Highway)
Total Number of Public Telephones as on 31.12.2007 20,20,448
STD Stations
Number of STD Stations as on 31.05.2007 32,011
Transmission Systems as on 31.12.2007

Transmission Digital Systems
(Route kms) (Route kms)

Coaxial 6,024
Microwave 5340
UHF 45,130
Optical Fiber 5,37,727
Satellite Based Services (as on 31.12.2007)
MCPC-VSATs 95
IDR Systems (2 Mb/ 8 Mb) 98/23
WESTERN U.P TELECOM CIRCLE

Western U.P. Telecom Circle consists of 20 Revenue Districts of the state of U.P. right
from Saharanpur to Agra. Its Eastern boundary is formed by the districts of Pilibhit,
Bareilly, Badaun, Etah , Ferozabad and Agra. Its Northern boundry is formed by the
Districts of Saharanpur, Bijnore, Moradabad, Rampur & Bareilly. It covers a population
of approximately 50 million spread over more than 62,500 sq km
Item Status as on 01/04/2008

Population (in Lacs as per 2001 census) 505.6
Area (in Sq. Km.) 62548"
Lok Sabha Constituenties 24
Secondary Switching Area (SSA) 16
Short Distance Charging Area (SDCA) 64
Revenue Districts 20
Tehsils 87
Blocks 208
Revenue Villages 23604
Ever since its creation as an independent entity It has made considerable progress and
achieved more than its expectations and fulfilled the commitments of the development of
telecom facilities and their effective Operation & Maintenance in this region for which it
was formed. Some world famous industries are also flourishing in this region like
Brassware at Moradabad, Bangles and Glasswork at Ferozabad, Shoes and Leather
articles at Agra, Ceramic Pottery at Khurja and Locks at Aligarh. The entire western belt
is rich in Agriculture and Industries with the Industrial Area of Noida at its apex.
HISTORY OF BAREILLY DIVISION
Nestled in between Pilibhit district in the East, Rampur district in West, Udham Singh
Nagar district in North, Badaun district in South-West and Shahjahanpur district in
South-East, the Bareilly division is spread over an area of 4129 square kilometers, in
Uttar Pradesh state of Republic of India.
Bareilly was established in 1537 AD by Wasal Dev and Barel Dev, who were sons of
King Jagat Singh Katheria. This area holds its present name after it was named Bans-
Bareilly, later to be known as Bareilly.
Bareilly has ten rivers flowing down, namely Ramganga, Baigula, Kicha, Digora,
Bhakhra, Aril, Sankha, Naktiya, Pangel, and Debha.The district comprises of the six sub-
divisions of Anola, Baheri, Bareilly, Faridpur, Nawabganj and Meerganj, each forming
the Tehsil of the same name.
There are 21 Thanas (Police Stations) in the district-tehsil. Bareilly having 9 of them, of
which 5 are located in the Bareilly city. There are 4 police stations in Tehsil Anola, 3 in
Tehsil Baheri, 3 in Tehsil Faridpur and 2 in Tehsil Nawabganj.
Culturally rich, Bareilly holds Ganga Snan Mela on the banks of Ramganga in the
months of Kartik and Jeshta. Melas on the occasion of Shivratri, are also held in various
location of greater city. Holi mela is held in Gulab Rai Inter college ground, every year.
Bareilly houses Asia’s famous rubber factory, WIMCO-Turpentine, IFFCO Anola

Fertilizer factory and Coca Cola factories.
Miss World 2000 Priyanka Chopra hails from Bareilly.Terracotas is famous worldwide.
The population of the Bareilly district is 28, 34,616 comprising of about 54% male
population and 46% females, as per the 1999 census.
Education holds prominence in Bareilly as it has Rohailkhand University, IIT

Engineering College, and 700 beds Medical College. The literacy percentage of the
district is about 26%, as per 1999 census.
Natural beauty is preserved in form of green parks such as Gandhi Park, Agrasen Park,
Govind Park, besides entertainment Fun City at Pilibhit bypass.
Bareilly is archaeologically rich.Going back to history, ancient town Northern Panchala

was discovered near Ramnagar, a village in Anola Tehsil, during the excavations at
Ahichhatra in 1940-44 that the painted grey ware, associated with the advent of the
Aryans in the Ganga Yamuna Valley, were identified.
A variation in local temperature is experienced from a maximum of 44ºC in the months

of May-June to a low of 4ºC during the months of Dec-Jan, influenced by proximity to
the hills and tarai in the north. Although the air is dry in summers, it contains moisture
during the rest of the year. A cycle of four seasons dominates a year, with winters from
December to February, followed by the summers which continue till the middle of June,
giving way to monsoon season lasting till September, and the months of October and
November constitute the post-monsoon season.
PROFILE:-BAREILLY TELECOM
Bareilly Telecom is engaged in Operation and Maintenance of Telecom Services in the

entire area of Bareilly District.
All aspects of telecom services of Bareilly district falls under the charge of Bareilly
Telecom district. Till 30-11-2005, 78 telephone exchanges have been established with a
carrying capacity of 104372 lines. 72633 telephones connections are functioning through
it.
Bareilly Telecom is always at the service of its customers, and makes efforts to provide
top class services. Phase wise implementation is done for earmarked projects.
All the exchanges and transmission media have state of art technology. Besides basic
telephony and telegraphy, Data Circuit, Inet, Internet, ISDN, Video Conferencing
facilities are available in Bareilly SSA. In the tentative programme for the year 2001-
2002, IN services and Mobile Services are planned. To connect the remote areas of the
District, WLL shall also be provided. Computerized billing facility, Round the clock
Directory Enquiry (197) are available in the SSA. Computerized fault booking in is
available round the clock.
Bareilly Telecom is also committed to provide value added services to its customers.
After EWSD commencement and in switch functioning, the customers can avail facilities
of ISDN connections (video conferencing), calling from India telephone Card, and
Internet connectivity
BSNL-SERVICES
BSNL-SERVICES:-
When it comes connecting the four corners of the country , and much beyond , one
solitary name lies embedded at the pinnacle- BSNL. A company that has gone a past
number games and the quest to attain the position of the leader, it is working round the
clock to take India in to the future by providing excellent telecom services for people of
India.
Driven by the very best of telecom technology from global leaders, it connects each inch
of India to the infinite corners of the globe, to enable you to step in to tomorrow.
The telecom services have been recognized the world over as an important tool for socio-
economic development for a nation and hence telecom infrastructure is treated a crucial
factor to realize the socio-economic objectives in India. Accordingly the Department of
Telecom has been formulating developmental policies for the accelerated growth of the
telecommunication services in various cities. The department is also responsible for
frequency management in the field of radio connection in close coordination with the
international bodies.
1) BSNL MOBILE:-
BSNL Mobile offers a host of value added services and unmatched features not found in
any other Cellular service
As a proud subscriber of BSNL Mobile service a subscriber will stay in touch with their
nears and dears any where in India because BSNL Mobile is the only Cellular service
which is available in all major cities and covers all major highways. BSNL Mobile gives
all India roaming facility (including Delhi and Mumbai) and International roaming
facility to more than 300 networks across the world.
BSNL is the largest telecom operator in India and is known to everybody for Basic
Telephony Services for over 100 years. Presently the Plain old, Countrywide telephone
service is being provided through 32,000 electronic exchanges, 326 Digital Trunk
Automatic Exchanges (TAX), Digitalized Public Switched Telephone Network (PSTN)
all interlinked by over 2.4 lakh km of Optical Fiber Cable, with a host of Phone Plus
value additions to our valued Customers. BSNL's telephony network expands throughout
the vast expanses of the country reaching to the remotest part of the country.
2) BSNL-BROADBAND:-
BSNL is in the process of commissioning of a world class, multi-gigabit, multi-

protocol, convergent IP infrastructure through National Internet Backbone-II (NIB-II),
that will provide convergent services through the same backbone and broadband access
network. The Broadband service will be available on DSL technology (on the same
copper cable that is used for connecting telephone), on a countrywide basis spanning 198
cities.
In terms of infrastructure for broadband services NIB-II would put India at par with more
advanced nations. The services that would be supported includes always-on broadband
access to the Internet for residential and business customers, Content based services,
Video multicasting, Video-on-demand and Interactive gaming, Audio and Video
conferencing, IP Telephony, Distance learning, Messaging: plain and feature rich, Multi-
site MPLS VPNs with Quality of Service (QoS) guarantees. The subscriber will be able
to access the above services through Subscriber Service Selection System (SSSS) portal
3) Wireless in Local Loop (WLL) Mobile Telephone Connections:-
BSNL WLL-M is a communication system that connects

customers to the BSNL Landline network using radio frequency signals instead of
conventional copper wires, for the full or part connection between the subscriber and
the exchange This comes with superior voice quality and high speed data capabilities.
CDMA is popular with more than 100 million subscribers worldwide, and the number
keeps on increasing exponentially.
ADVANTAGES OF WLL:
1) Country wide induction of WLL underway of areas than are non-feasible for the
normal network
2) Helping relieves congestion of connections in the normal cable / wire based
network in urban areas
3) Limited the mobility without any airtime charges
4) It has improved signal and reducing the interference
5) Greater capacity than mobile
The telecommunication is the biggest factor in influencing the speed of life in the modern
age. Today we can get connection with any corner of world through the push button of
computer; with the small mobile phone we can send not only the messages but also the
secret document. As we know that there is positive view behind any mention that it
should be helpful in the development of society. But humans have diverted mentality
some of them of positive view and some of them of negative view. Where use any
invention for the welfare of society but some uses for the satisfaction their disturbed
mentality and to earn more and more money whether it may be harmful for the society.
They infringe the norms of society and their behavior is condemned as antisocial,
immoral and sinful.
4) INTERNET:-
BSNL is India's no. 1 Internet service provider with more than 17 lakh
subscribers, providing Internet service throughout the entire country (except in New
Delhi and Mumbai) under the brand name of "Sancharnet". Sancharnet provides free all
India roaming and enables it's users to access their accounts, using the same access code
(172233) and user ID from any where in the Country. In order to make Internet available
through out the length and breadth of the Country Internet Dhabas are being
commissioned at all the Block Headquarters. BSNL has also started DIAS and Account
free internet access (CLI based) facility on few select cities recently.
BSNL has launched”SANCHARNET CARD" recently. The Sancharnet Card" is a

prepaid Internet Access Card with following features for customers:
• Self-register for internet access with your choice of user id

• Renew your existing Sancharnet Account
• Wide Range of Internet Access Packages
INTRDUCTION OF PROBLEM
With the help of Balanced Business Score Card compute the performance score of the
following employees working in BSNL – Bareilly. And with the help of these scores
analyze the performance of each employee and give suggestion.
Employees are as follows:-
EMPLOYEE DESIGNATION
1) Mr. H.N Singh AO (Cash & SBP) Bareilly
2) Mr. A.H Khan JAO (Pay & SBP) Bareilly
3) Mr. A.K Mishra JAO (Cash) Bareilly
OBJECTIVE OF THE STUDY
1. To get knowledge about the billing procedure of BSNL.

• TR computerized packages.
• Telephone bills management.
• Accounting involved in billing.
• Payment places.
2. To get knowledge about Balanced Business Score Card and calculating the
performance scores.
• Relevance of BBSC in BSNL
• Generating the Balance Score Card
• Deciding the performance parameters
• Assigning the weight
• Calculating the performance scores.
RESEARCH METHODOLOGY
 FORMAL & INFORMAL INTERVIEW

Formal & informal interviews were made with the different employees of Accounts as
well as Computer department.
 DATA COLLECTION
Various data are collected from different sources. Sources of these data are various
Government publications, Official website of BSNL and various publications of BSNL.
 SAMPLING
An integral component of a research design is the sampling plan. Sampling size, which
was taken for the research, are three employees of accounts department from o/o GMTD
Bareilly BSNL.
 STATISTICAL TECHNIQUE
After the collection of data appropriate statistical techniques are adopted. It is so because
raw data (score) without statistically application says nothing about result. Therefore a
technique like tabulation of data is used to interpret result.
TELEPHONE REVENUE ACCOUNTING BILLING
TR COMPUTERIZED PACKAGES
The billing of basic services is being done mainly through computerized software
packages in many circles namely, Dotsoft, Trichur etc. the packages facilitate the issue
of telephone bills in bulk in time for every bill date through an online system making it
possible to realize the revenue in time, to effect the disconnection and reconnection in
time to process refund of lines closed, and finalize the accounts of the closed lines and
issue of defaulter notices thereof etc.
Dotsoft is an in-house developed software, integrating the commercial activities, Telecom

Billing & Accounting, FRS and Directory enquiry. It has been implemented in all the
SSAs of Andhra Pradesh Telecom Circle, Gujarat Telecom Circle and in about 80 other
SSAs in the state of Tamilnadu , Karnataka, Maharashtra, M.P, U.P, Rajasthan, Punjab,
J&K, and Haryana in the rest of the country. Many telecom circles are planning for
Dotsoft implementation in the remaining SSAs.
Now the Dotsoft Center had initiated the concept of Help desk not only over phone but
also over-net, which help the users across the country for the day to day changes
happening in BSNL services and application
FEATURES OF DOTSOFT PACKAGE

1. Application entry
2. Wait list
3. Phone number store
4. Message to field
5. Advice note release
6. Advice note routing
7. Advice note completion
8. Sub routing
9. Request registration
10. Raise D/N:-CO or AO can raise demand note for every activity
11. Level change
12. Area transfer
13. Disconnection
14. Closures
15. Fault booking
16. Fault routing
17. Fault clearance
18. Bulk Billing
19. Single phone billing
20. Billing periodicity
21. Discounts
22. Bill operations
23. Bill payment
24. Trunk calls
25. Refund order
26. Ledgers
27. Voluntary deposits
28. Dishonoured cheques
29. Enquiries
30. Reports
31. Dotsoft Mail
TRICHUR PACKAGE
The software is developed under SCO UNIX as the operating system and oracle -7
RDBMS. The user should have got basic knowledge of UNIX and Oracle.
Following functions in TRA are handled in this package.
• Billing of all telephone connections except casual connections
• Billing of Telex
• All payment noting and reconciliation
• Accounting up to preparation of monthly sub-ledger
• Preparation of periodical standard report
BILL PROCESSING
The telephone billing module is the final processing module which takes care of finally
performing all the billing related processes and producing of bills.
The following charges are billed

• Rent billing of main accessories
• Operated assisted calls billing
• Inland trunk calls
• Overseas calls
• Reverse charge billing (shifting installation charges etc)
• Additional debit and credits
• PCO billing and telex billing
TARIFF
• It is possible to have divergent types of billing for different types of subscriber.

Tariff is maintained customer class-wise and if a set of subscribers require
different type of billing from the normal billing, create a new class code and
assign that class code to those customer. Then define the tariff for hat class code.
Thus separate billing tariffs can be applied for say business people or heavy
callers.
• Bill Number- A unique Bill No. is given for all bills.
• Each and every telephone is billed irrespective of the fact whether working not. If
the calls are not metered in a number which is spare, the bill will removed when
the schedule is closed. If calls are registered in a spare no. bill will be printed as
unaddressed. This will help the AO (TR) to bill the telephones which are working,
but the particulars have not reached the billing center.
• Billing Group- Helps in staggering the issue of bills, for enabling even
distribution of work load in building center and TRA.
• Schedule- It maintains a schedule table containing details of next year billing
dates, the groups to be build, the period to be considered for billing rent and call
data. The schedule will be automatically generated.
BILLING PROCEDURES
The telephone billing process module consist of the following sub- module
• Open schedule
• Local calls
• Rent
• Trunk calls
• Debit/ Credit
• Pay- by-date
• Group bill consolidation
• Preparation
• Pin code- wise
• Group bill preparation
• Bill printing
• Close schedule
• Credit process
• Process list
• Message entry
• Group consolidation list
• Group print list
The following processes are involved in billing procedure
• Schedule opening
• Local call processing
• Rent processing
• Trunk processing
• Credit/ Debit processing
• Bill preparation
• Bill printing
• Schedule closing
TELEPHONE BILLS MANAGEMENT

This sub module helps in the maintenance of the bills in the system. It helps in the
creation of new manual bills, printing of duplicate bills, cancellation of bills, disputed
bills management and enquiry on bills. After issue of bills or after preparation of bills it
may become necessary to make certain corrections due to incorrect feeding of data or
wrong information of data from exchange authorities. This module facilitates such
corrections which can be done before issue of bills and fresh one of such corrected bills
can be issued without further processing.
ACCOUNTS RECEIVABLES AND COLLECTION MANAGEMENT

Payment noting:
• Payment of bills are made in post offices, telecom centers, cash counter of SSA,
E-Seva counters, authorized banks, through ECS etc. Daily lists are received
from these centers to the TRA. A list of all payment places is collected for the
whole SSA. In the case of sub post offices the head post office is also identified.
A unique code is to be allotted for each payment place.
• Arrange for printing of computer daily list batch control slip form. This is for
writing the control figure for feeding the payment vouchers. One form is required
per day per collection center.
• Prepare a list of all collection centers with details such as payment place code,
payment place, Head Post Office, previous month Accounting closing date,
account head etc.
• New identify the disputed bills and transfer to the disputed bill register.
• Payment noting procedure:

1) Computer daily list preparation and tallying with P.O daily list at TRA and
transfer to computer center.
2) Entry of daily list.
3) Entry of vouchers.
4) Computer bill payment.
5) Application D/N payments.
6) Other payments.
• Data entry at computer center

1) The first phase of payment noting is to feed the daily list into the computer. This
is to be done by the supervisor.
2) After the daily list entry the bundle is transferred to other operators for the entry
of individual vouchers of different category.
3) The computer bill payment can be entered only after the entry of the daily list of
collection center.
4) Application demand note entry.
5) Other voucher payment noting.
6) Application demand not enquiry and updating.
7) Excess/ short confirmation.
• Bill transfers:
1) transfer of disputed/ departmental bills to outstanding bill register
2) Part transfer of departmental bills to outstanding.
3) Bill adjustment (cancellation).
ACCOUNTING
This module takes care of accounting related functions of the TR Billing System. This
module does final consolidations of all accounting transactions for sub- ledger
processing period.
The following stages are involved:
• Journal voucher entry
• Write off entry.
• Cash refunds
• Adjustments of refunds
• Review (sub-ledger)
• Sub- ledger process
SUB LEDGER PROCESS
The first step is to tally the H.O summary of payment centers with daily list from
individual collection centers entered into the computer. The monthly H.O summary
comparison report is taken and tallied afterwards.
Now process the sub-ledger provisionally and run outstanding register and make sure
that the individual exchange wise account receivable tallies with the bill register.
During this if the computer locates any daily list for which no vouchers are entered,
the process will be aborted and a list of such items will be produced. The system will
also check for the voucher-wise account tallying and will produce a list of bills/
vouchers in which the debits and credits are not tallying. After rectifying all these
defects the final sub-ledger process can be done. The process can be run any number
of items so that any corrections can be incorporated before the final sub-ledger is
printed. If the sub-ledger is for the last month of financial year the system will
automatically take up the financial year and process and all the registers will be
prepared for the next year.
PUBLIC TELEPHONE BILLING AND TELEX BILLING

• Public telephone billing and accounting Telex Billing and accounting and
WLL Billing and accounting etc; can also be managed with this package.
• Various reports and statements of billing and accounting can be generated in
this package.
COLLECTION OF BILLS:
It is more important that various channels are provided to customers to pa their bills
within ‘pay by date’. The situation in some places is that the subscriber is willing to pay
but he has not been facilitated with a hassle free payment channel. It is not appropriate to
argue that the customer are willing till the last date of ‘pay by date’ resulting in long
queues in our counters. The customer is entitled to pay till the last date of the pay by date
and it is our foremost duty to arrange for receiving the payment without much
inconvenience to the customer. Hence, it is pertinent that payment facilities are adequate
and generate confidence in customer, apart from being as near to customer as possible.
Despite the best efforts of the organization, there are many defaulter of the bills issued in
order to recover the dues which have not been paid by the due date the recovery
mechanism like disconnection of services for non payment, pursuit of the outstanding
through various modes etc have to be resorted to, as per corporate office instructions.
PAYMENT FACILITIES:
BSNL is taking utmost care in enabling its customers making various facilities available
to the customer to make telephone bill payment. At present a number of payment
channels are in operations
PAYMENT PLACES:
• Cash counters of SSAs/ area offices.

• Telecom centers of BSNL.
• Through post offices up to pay-by-date.
• Department telegraph offices/ CTOs
• Voluntary deposit scheme (revolving)
• Authorized nationalized banks
• Authorized Scheduled Banks like ICICI, HDFC, IDBI.
• Internet
• Credit cards.
• E-seva ( As in AP circle) centers
• ECS
• Cheque Drop Boxes/ automatic cheque collection machines
• Credit/ Debit cards
What is the Balanced Business Scorecard?
A new approach to strategic management was developed in the early 90s by Dr. Robert
Kaplan of Harvard Business School and Dr. David Norton. The Balanced Scorecard is a
management system (not only a measurement system) that enables business organizations
to clarify their vision and strategy to its employees and stakeholders and translate them
into action. Thus, Business organizations use Balanced Business Scorecard as strategic
management tool to operationalize organizational vision and strategy. It provides
feedback around both the internal business processes and external outcomes in order to
continuously improve strategic performance and results. When it is fully deployed, the
Balanced Scorecard transforms strategic planning from an academic exercise into the
nerve centre of an enterprise.
According to Balanced Business Scorecard principles, an organization or a
functional unit or even an individual should be viewed from following four perspectives:
1. The Financial Perspective.

2. The Customer Perspective.
3. The Business Process Perspective.
4. The Learning and Growth Perspective.
In the olden times, business organizations measured their performance only on

financial parameters. But financial measures only tell the story of past events. This was
good enough for industrial age companies for which investment in long term capabilities,
risk management and customer relationships and internal processes were not critical for
success. Therefore, only financial measures are inadequate for guiding and evaluating the
modern information age companies. Today’s companies must make investment in
customers, employees, processes, suppliers, technology and innovation in order to create
sustainable future values.
The Scorecard, therefore, is a management system that involves setting

performance measures along above four perspectives based on the priorities of the
company’s strategic goals. By requiring 4 perspectives instead of only financial
perspective, the system provides a richer and more holistic view of the organization.
The financial perspective takes care of shareholders’ concern. His concern is that
if he is investing his money in the business, what will be his return on his investment.
Hence, financial perspective concentrates on increasing revenues, profits and capacity
utilization. Now, in order to increase revenue, we have to have growing customer base,
which will remain loyal to you. Hence there is a need of effective measurement and
monitoring of customer perspective. Unless, there are customers there cannot be a
business. Therefore, the organization must effectively acquire and retain customers on a
long-term basis through the customer perspective. Now, in order to acquire and retain
customers, a business organization must have internal processes, which should be highly
efficient in servicing its customers. Thus the organization’s business processes and
systems must be measured for its effectiveness. Now, in order to man these business
processes with qualified and knowledgeable man power, we need to make our people
learn and grow. The organization must also have robust information system in order to
efficiently manage the internal processes. This dimension is taken care of by learning and
growth perspective.
Internal Learning
Financial Customer Processes & Growth
Perspective Perspective Perspective Perspective
financial measures measurements viewed the performance of the ability to

appropriate from the through the eyes of internal operational continually
point of view of the customer - processes that have innovate and
internal and external maximizing value to the greatest impact improve, both in
stakeholders the customer will on customer the marketplace
enhance the long -term satisfaction and internally
success of the
organization
The main purpose of the Balanced Business Scorecard initiative is deployment of strategy
and performance management. It has been observed that 90% of the Companies failed to
execute their strategies mainly due to their inability to translate strategy into measurable
objectives and lack of organizational alignments to strategy. Strategies effectively
remain on papers in absence of flawless execution.
The four perspectives of Balance Business Scorecard and their linkage to strategy and
vision of an organization is depicted in the following schematic –
In addition to measuring current performance in financial terms, the
Balanced Scorecard evaluates the firm's efforts for future improvement using
Process, customer, learning and growth metrics. The term "scorecard"
Signifies quantified performance measures and "balanced" signifies that the
System is balanced between:
 short-term objectives and long-term objectives
 financial measures and non-financial measures
 lagging indicators and leading indicators
 internal performance and external performance perspectives
Before the Balanced Scorecard, some companies already use a collection of both
financial and non-financial measures of critical performance indicators. However, a well-
designed Balanced Scorecard is different from such a system in that the four BSC
perspectives form a chain of cause-and-effect relationships. For example, learning and
growth lead to better business processes that result in higher customer loyalty and thus a
higher return on capital employed (ROCE). Effectively, the cause-and-effect
relationships illustrate the hypothesis behind the organization's strategy. The measures
reflect a chain of performance drivers that determine the effectiveness of the strategy
implementation.
Since its beginnings as a performance measurement system, the Balanced

Scorecard has evolved into a strategy implementation system that not only measures
performance but also describes, communicates, and aligns the strategy throughout the
organization. In fact Balance Business Scorecard has developed itself into an all
encompassing tool that achieves following:
 Translation of strategy into measurable parameters.
 Communication of the strategy to everybody in the firm.
 Alignment of individual goals with the firm's strategic objectives

- the BSC
 Recognizes that the selected measures influence the behavior of
employees.
 Feedback of implementation results to the strategic planning
process.
To ensure that strategies translate into business results, clear articulation of

measurable business objectives is a pre-requisite. Cascading them down to different
levels of the organization is the next step. In BSNL, we have adopted a consultative and
participative approach to make the Scorecard exercise a broad based one. Its success will
depend on involvement and inputs in all from time to time. Please do not forget the basic
maxim that “what gets measured is what gets done “.
BALANCE BUSINESS SCORE CARD AND ITS RELEVANCE TO
BSNL
Today the biggest challenge faced by BSNL is to change from a government

department mindset to that of a business entity mindset. While the concerns of
government department are towards Tax and non-Tax revenues, Budgets and Grants,
Parliament, MPs, MLAs, Political parties, Ministers, Cadre Services, Statutory Rules,
Codified laws etc., the concerns of a business enterprise are Mission, Vision, Strategy,
Balance Sheet, Profit & Loss Account, Shareholders, Customers, Business Processes,
Management and Employees.
The following figure shows the changing paradigm and the associated challenges for
BSNL –
Change in strategic
objectives Higher cost of
From focus on increasing operations
teledensity to Net annual impact
New expense categories
delivering attractive expected to be
Corporate tax, dividend, license
returns to over Rs. 5,000 cr.
fees, spectrum charges, sales
shareholders tax, excise duty
Expenses due to additional activities
Statutory auditing, marketing and
Increasing customer service
competitive Increased staff cost
Radical shift in market
threat Move from CDA to IDA pay-scales
profile
Price wars Withdrawal of Government support
From wireline to wireless
Need for focus on Increased charges for power,
services, circuit
marketing, road-cutting etc
switched to packet
customer service
switched and voice
and cost
to data services
efficiency
leading to need for
building new skills
The changing paradigm has arisen the need for BSNL to

improve organizational performance so as to manage these
challenges in order to survive, succeed & grow
The BSNL management has therefore adopted Balance Business Scorecard to

achieve twin objectives of attaining its strategic goals and performance improvement
of its units and officers. The strategic goal of the company in the short term are to be
No. one player in GSM market space, be the leader in broadband roll out and arrest
the churn of fixed line customers.
Implementation of BBS in BSNL is top driven (steered by CMD and the Directors
on the Board). The deployment of Balance Business Scorecard in BSNL has
following implementation stages –
– Stage 1. Understanding of concept
– Stage 2. Generation of Company & Circle scorecards
– Stage 3. Generation of Score cards of Group A & B Officers
– Stage 4. Implementation process through IT
– Stage 5. Monitoring, Analysis and Course Correction.
Generating Balance Business Scorecards
Having understood the basic concepts of the four perspectives of the Balance
Business Scorecard, it becomes easier to generate or create score cards for strategic
business units (SBUs), sub-units and individuals.
The correct approach of creating the BBS is in a sequence that flows from top. The
scorecards of Company and Circles have already be created by the restructuring cell of
Corporate Office. The next logical step would be to create BBS of PGMs/GMs of Circle
office and SSA heads. From these BBS the scorecards of next level officers/units will be
created i.e. DGMs in Circle Office and in SSAs and so on.
A diagrammatic representation of the approach is shown below –

Already
Created by
Company Scorecard
Restructuring
Cell of BSNL
CO Circle Scorecard
SSA/SBU Scorecard
To be created
by Circles
Units Scorecard
To be created
By SSA/SBU heads
Individuals Scorecard
To be created by
Controlling officers
For generating scorecards for the circles and individuals a format has been decided by the
BSNL Corporate Office and the same should be followed.
The format for a score card is shown below in form of a sample scorecard.
Perspective Performance Type of Weightage Target Actual Proportionate Score =

Parameter Performance (W) (T) Achievement Achievement B*W*100
Parameter (A) (B) = A/T if P
(P) = Positive; or
T/A if P =
Negative
1 Financial Return on 20% 10.18%
Investment =
PBIT/ Average
plant in services
during the year Positive 9.09% 0.892 17.85
2 Financial Staff and 5% 24%
administrative
expenses as a %
of revenue Negative 25.50% 0.941 4.70
Financial-Total 25% 25% 22.56
3 Customer Increase in 20% 1000000
number of
Fixed Lines Positive 1200000 1.2 24
4 Customer Increase in 10% 2250000
number of
WLL Lines Positive 1900500 0.8467 8.467
Customer-Total 30% 30% 32.45
5 Internal Faults per 100 10%<5
Process subscribers per
month Negative 4.5 1.11 11.11
7 Internal Advice notes 15% 80%
Process cleared within
norms during
the year Positive 78.00% 97.50% 14.625
Internal Process – Total 25% 25% 25.73
8 Learning & Training of 10% 235
Growth employees Positive 212 0.902 9.021
9 Learning & staff per 1000 15% 7
Growth lines
Positive 7.6 1.085 16.285
Learning & Growth – Total 25% 25% 25.30
Total score 106.054
The above format should be internalized by all individuals and nodal officers. The key
performance parameters have been placed in four different perspectives. The total
weightage of all the perspectives combined should be 100%. The details of each of the
columns have been dealt in the subsequent sections.
Deciding the Performance parameters
A) How to choose performance parameters
This is the most critical activity in generating the Balance Business Scorecards. The
ideal way of deciding performance parameters for a score card is by way of making
strategy maps for that particular unit. Strategy maps are basically cause and effect
relationships by which specific improvements create desired outcomes. For units
strategy maps shows how an organization will convert its initiatives and resources –
including intangible assets like employee skills – into tangible outcomes. Strategy
maps are a tool for the manager to communicate both their strategy and the BBS
processes/systems that will help them implement that strategy. It gives employees a
clear line of sight into how their jobs are linked to the overall objectives of the
organization, enabling them to work in a coordinated, collaborative fashion towards
the company’s desired goals. To internalize the concept let us take an example of
Business Development team of a circle office.
The business development (BD) team is required to generate business for the
circle and hence an obvious strategy for the BD team would be maximizing the “Amount
of business generated in year (in Rs crores)”. At the same time the BD team would like to
bring down the cost/expense for generating this business. Let the target for this parameter
is decided as Rs 5 Crores. But then one should also keep in mind that to generate business
of 5 crores what cost we are incurring. If the cost of the BD team and the equipments
procured for commissioning the projects is 6 crores then we have to assess whether we
require to carry out the BD activity at all. Hence the other financial parameter would be
“Total yearly expenditure in Rs crores”.
Now one has to strategize - what can cause or lead us to these goals of
increasing revenues and decreasing costs. For increasing the revenues generated, BD cell
may be required to increase the number of corporate customers and/or increase the
number of VPN turn-key projects. The cause and effect relationship between these
parameters and financial parameters is shown in following figure. ‘+’ sign indicates that
an increase in the cause parameter is required to get the desired effect on the financial
parameter while a ‘-‘sign indicates otherwise.
ROCE
Revenues Cost / Expenses

Financial generated by of
BD cell BD team
Perspective
Customer Cost of
No of turnkey
Perspective VPN projects
equipment quoted
to custoomer
Average No of days
Internal For Strategic tie ups
process commissioning with vendors
Turnkey projects
Perspective
Learning & Training

manpower Training manpower
Growth In network In sales capabilities
Perspective management
While preparing the strategy maps it should be kept in mind that the learning and
growth perspective forms the foundation of the score card. The parameters in this
perspective are the ones which are the basic ‘CAUSE’ that ‘EFFECT the internal
process perspective, which inturn effects the achievements of customer perspective.
The customer perspectives inturn effect the achievement of the financial perspective
parameters. This ‘CAUSE-EFFECT’ relationship is a wonderful tool in which
situations/approach can be analyzed in day to day management problems.
The performance parameters for Balance Business Scorecard for GM (BD) of circle
office has been drawn from these strategy maps and is shown below –
Type of
Performance
Sl Prospective Performance Parameter Parameter (P)
1 Financial % Increase in revenues generated through BD cell over last year Positive
2 Financial % Decrease in total cost of BD team Negative
3 Customer No of turnkey projects commissioned by BD cell Positive
4 Customer Decrease in cost of equipment procured/quoted to customer Negative
5 Internal Process No of strategic tie ups with vendors Positive
6 Internal Process Average no. of days for commissioning new projects Negative
Learning &
7 Growth No of staff trained in sales capabilities Positive
Learning &
8 Growth No of staff trained in network management capabilities Positive
The strategy map for the BSNL as a company is shown below –

Deliver Attractive Optimize Lower
procurement operational
ROCE
Financial
Increase cost costs
Efficiency
Increase Optimize Increase
Revenues financing asset
cost utilization
Increase share Increase Customer

in new Base Increase Increase
businesses ARPU Wholesale
Revenues
Customer
Maintain share
Retain existing in fixed line
Acquire new customers business Increase Revenue
customers
Potential
Acquire/Retain high
value customers
Build Improve
network network Improve
Process
Internal
capacity quality Increase Decrease efficiency Increase Improve

uptime of time for new of collection Capacity
Develop effective network connections business efficiency Planning
marketing processes
programs
Develop Build skills to Build strategic

Build Build
Learning &
internal/ handle new management

marketing Performance
Growth
external technology skills

capability Culture
customer
Build sales channel orientation Improve
management capability Build IT employee
capability productivity
This is a basic strategy map and one can do many improvements in it. One can
make strategy map for the circle or SSA or individual functions.
If it is not possible to make strategy maps, then following methods can be

adopted. The best approach to generate performance parameters for BBS is by adopting
one of the following methods –
– Look at company’s/circle’s BBS. If any of the parameter is valid to the

officer/designation whose BBS is being prepared, use that parameter
– Choose from reporting officers, if applicable (If you are creating a BBS for your
subordinate you may choose some of the parameters that are present in your own
BBS).
– Choose from performance parameters from BBS posted on the intranet, if
applicable.
– List down all the activities that are performed by the officer. Choose those which
have high priorities or which are contributing in strengthening the
Company’s/Circle’s performance parameter. See if the activity is measurable. If it
is not directly quantifiable or measurable then define it in a way (or break it into
sub-activities) that it becomes measurable. Put such quantifiable activities/sub-
activities which is important in contributing towards the company’s/ circle’s score
card as Key Performance Indicator (KPI) in the BBS.
For example AO (TR)’s major job is to issue bill. Now it is difficult to quantify
this parameter in these very terms i.e. ‘Issue bills’. So we divide this activity into
different parts i.e. –
– Bill data processing

– Bill Printing
– Post printing processing
– Bill delivery
– Bill collection
– Post collection activities as statement preparation, Customer
grievance redressal
Now we can quantify some of these sub-activities based on quality, cost and time.
For example a) % of bills issued in time (time)
b) % reduction in total billing cost or per bill cost (Cost)
c) Reduction in no. of EMC complaints (Quality)
B) Some examples of performance parameters
Financial Perspective Parameters
Financial measures tell the results of actions already taken. All other perspectives
namely Customer, Internal process and learning and growth must lead to positive
outcomes in this perspective. The “EFFECT” of the cause of all other perspectives should
ultimately be felt in this perspective. Financial performance measures indicate whether
the company's strategy, implementation, and execution are contributing to bottom-line
improvement. Some of the financial parameters that can be used are –
– Return on investment
– Operating ratio
– cash flow,
– quarterly revenue growth,
– operating income by division
– Collection efficiencies
– Expenditure per route Km
– Total operating cost of the team
– Reduction in idle inventory
– Revenues generated through USO
Customer Perspective Parameters
Customers' concerns tend to fall into four categories –

– Lead times (time required for the company to meet its customers' needs)
• For existing products- from order receipt to service delivery
• For new products – from conception to commissioning
– Costs,
– Quality,
– Performance and service (product features).
If these concerns are taken care of then this leads to increase in Market Share by way of
– Customer Acquisition,
– Customer retention,
– Customer satisfaction and
– Customer value creation
Therefore some of the customer perspective parameters for BSNL can be

– Increase in customer numbers (GSM, basic, WLL etc.)
– Tariff or costs per minute of usage
– No of minutes of usage per customer per month
– Customer segmentation parameters like No of corporate customers added
– Average performance score of internal customers
Internal Process Perspective Parameters

These are measures of what the company must do internally to meet its customers'
expectations. The internal perspective parameters generally address one of the following
concerns -
-Cycle time
- Defect rate
- Quality
- Efficiency
Some of the internal process parameters that can be relevant for BSNL are -
– cycle time (Post sales service) – mean fault clearance time, mean time for
providing new services to existing customers like ISD
– Defect rate – fault rate
– Quality – Average downtime for leased circuits, % of defective bills
– Efficiency – Call completion rate
Learning & Growth Perspective Parameters
This perspective reflects a company's ability to innovate, improve, and learn. It is

the foundation on which other perspective rests. Therefore this perspective must be
aligned to other perspectives. The learning and growth parameters generally address
following concerns –
- Employee learning
- Employee productivity
- Employee motivation and alignment
- Employee empowerment
Some of the learning and growth perspective parameters that are relevant for
BSNL are -
– employee learning (Revenue per Employee, No of staff trained),
– Productivity - (Employees per 1000 lines, staff to customer ratio)
– Employee motivation & alignment (Suggestions per employee,
Implemented suggestion per employee, Retention, Satisfaction survey can be
thought in long run, No. of new products launched, Volume of business generated
trough new products, percentage of customers opting for new tariff package)
– Empowering Employee to serve customer better (Use of IT – MM
package implementation, HR package implementation, Call centre
implementation)
C) Things to be kept in mind while choosing performance

parameters
While choosing or deciding the performance parameters for SBUs/sub-

divisions/individuals following should be kept in mind –
1. Performance parameters chosen for SBUs or individuals should be linked with

strategic objectives and vision of organization. At any instance the officer concerned
should be able to identify the direct or indirect link between his performance
parameters and one or more of the performance parameter in company’s and circle’s
scorecard.
2. The performance parameters should be measurable and are not subjective. For
example a parameter like “Enhance employee marketing skills” is not measurable as
such. Instead we can put “ No. of staff trained in marketing of telecom services” for a
unit OR “No. of days of training done in marketing” for individuals.
3. The performance parameters should be oriented towards driving desired behavior /

performance. For example if we want that the external plant incharge should improve
the fault rate then the same should be put as performance parameter. We should not
put no. of pillars rewired or no. of pillars painted as performance parameter because
even after rewiring all the pillars if the desired performance of improvement in fault
rate is not achieved, then there is no point in keeping such a parameter. The unit or
staff should be clear about the fact that it is the improvement in fault rate that is
actually he is trying to achieve and not a beautiful looking pillar.
4. The parameter should be capable of being benchmarked/ properly reported. For

example if we want to put a parameter “decrease in cost of team” for all SDOPs of an
SSA, we should clearly define what we mean by the same. It should not happen that
one SDO is taking salaries and temporary advance in cost of the team while the other
is just including salaries.
5. The performance parameter should be unambiguous and easy to understand. For

example if we are keeping parameter “CCR within the circle” then there is ambiguity
in understanding whether we want Outgoing CCR or Incoming CCR or average of
both. Instead a clearly defined parameter like “Average outgoing STD CCR of all
level II TAX exchanges” can be unambiguously understood and reported.
6. The different posts in BSNL may have the same designation yet their job definitions
may be different in different Circles/SSAs. For e.g. in some SSAs Area Managers
may be looking after functions of switching installation, laying of OFC for overlay
network etc whereas in others the job may be done by separate DGM(Installation) or
DGM(Transmission). Similarly in some SSAs the job of providing connections is
done solely by SDO Phones whereas in others (especially big SSAs) the activity may
figure in job responsibility of SDE (External), SDE(Cable), SDE(Internal) and
SDE(MDF).
One interesting feature of BBS is cross functional/ down the line linkages i.e. it
recognizes that the performance of one unit/individual is dependent on others. It is
suggested that parameters with performance linkages should be incorporated, wherever
applicable. For example activity of ‘Providing a new telephone connections’ has a
process which involves Commercial Officers, SDO Phones and SDE (Internals).
Commercial officer, apart from external customers, also have internal customers in form
of SDO(Phones). The efficiency of complete process of providing new telephone
connection is dependent on all the officers involved in process. Therefore for
Commercial Officer while preparing BBS, one of the parameters can be “Average
performance score of all SDO Phones”. Also say parameter like ‘no. of NTCs provided’
on scorecard of commercial officer should be sum total of NTC target of all SDO’s
scorecard. These way linkages in performance for internal customers can be created.
It is also suggested that one should prefer to choose parameters that are currently
being measured or can be measured without major change of procedures. E.g. Avoid
benchmarking against customer satisfaction until process to measure the same is in place.
Prioritize - Try and restrict the no. of parameters in a scorecard to ten or so. This
helps in increasing focus of individuals and teams. It is also suggested that middle-level
integrated management teams/committees may be setup to decide the performance
parameters in circles and SSAs/SBUs (Especially for internal process and customer
perspectives parameters). These teams should be drawn from different cells which are
related to those parameters. These teams can also act as “Responsibility Centers” (This
concept has been dealt in detail in one of the following sections).
TYPE OF PERFORMANCE PARAMETER
The type of performance parameter is basically decided by the cause and effect
relationship in the strategy maps. A positive performance parameter is one where an
increase is desirable (for e.g. number of customers, market share etc.), this is computed as
[Actual Achievement / Target]. A negative performance parameter is one where a
decrease is desirable (for e.g. fault rate, staff-per-thousand lines, etc.), this is computed as
[Target / Actual Achievement]. For more details on computation please see section on
“Calculating performance Scores”.
ASSIGNING WEIGHTS
Weights decide the balance of four perspective of Balance Business Scorecard. In

general the weights for the BBS that have been decided by corporate office have been
more or less kept as follows –
Financial Perspective Customer Perspective

15 to 25 % 25 to 50 %
Internal Process Perspective Learning & Growth Perspective

20 to 40 % 10 to 25%
While generating scorecards for lower field formations or individuals, the line the
emphasis on Customer perspective and Internal process should be more.
The most critical parameters should have more weights. For example while deciding the
Balance Business Scorecard of BSNL Territorial Circles, it was felt that for survival and
success of our organization acquiring considerable share of GSM market share is must.
To operationalize this strategy highest weightage of 16% is given to parameter “No.
GSM connections provided”.
Different units may like to differentiate on emphasis that is to be given to
different parameters. Instead of putting same weightages for a particular parameter in
BBS of circles, a more practical approach in the long run would be to give different
weights to different circle. Similarly for SSAs in some units fault rate target may already
be achieved and we may want to emphasize on CCR. Therefore for that SSA more
weightage can be given to CCR parameter and less to fault rate as compared to other
SSAs.
Those parameters that find direct mention in Company or circle scorecard should
have more weight in the BBS of officers concern. For example though the weightage
given to parameter no. of WLL customers added in BBS of territorial Circles is 4%, in
the BBS of GM/DGM (WLL) more weight should be given(say 15%) as this parameter
directly effects the company/Circle scorecard.
FINALIZING THE TARGETS
Targets are to be set annually (Some units may decide to divide the targets on
quarterly/monthly basis for monitoring). While finalizing the targets for the performance
parameters, it should be kept in mind that the set targets are challenging, but at the same
time realistic. For fixing targets for BBS of 2006-07, it is suggested that last three years
achievements should be taken into consideration, if possible. A better approach is to keep
% increase and decrease over last year as targets and parameters should be defined
accordingly. For example instead of fixing CCR targets in absolute terms (say 55 for this
year when the last year figure was 50), we may define the parameter as % increase in
CCR over last year and the target should be kept as (10% increase over last year i.e. over
50).
Targets for different units for the same parameter may be different depending on
the current status of achieved values. For example there is little logic in fixing fault rate
target of 4% for all SSAs in blanket cover. Instead already achieved values may be taken
into account and target of 3.5% may be fixed for those who have already achieved 4%
and that of 4.5% may be fixed for those who are still at 7% achievement level. In fact
while fixing targets one should try to benchmark with the past achievements, other
units/officers achievements and the telecom industry’s best practice achievements. For
example, if one of the private operators’ norms for “Average time for fault rectification”
is 4 hours, we can also strive to achieve the same.
Targets should not be changed frequently. Instead, change in targets should be an

exception rather than a rule.
REPORTING OF ACHIEVEMENTS
At the time of finalizing the performance indicators itself, one should keep in
mind how the achievements will be reported. One should try to avoid putting such
performance parameters on BBS in which it is not sure how the achievement data will be
collected or obtained. During the course one should ensure that such processes and
methods are put in place that helps in true and timely reporting of achievements. Like
many other corporate, BBS should drive the use of Information Technology in our
company also. IT deployment should be prioritized and it should aim at monitoring and
measuring the key performance parameters. For example there is a large time lag in
reporting of some of the financial parameters like ‘Return on investment’ and ‘Operating
ratio’. Thus BBS gives an idea where Circle and SBU heads can put Information
technology to use.
Reporting of achievements should be on monthly basis, review can be done

monthly or quarterly. At Corporate Office for the time being quarterly review has to be
done.
CALCULATING THE PERFORMANCE SCORES

The methodology for computing the performance score on a scorecard consists of
the following steps.
1 Identify the proportionate achievement for each goal on the scorecard by comparing
the actual achievement with the target. (this has been denoted by “B” in the score card
given here for illustration)
- For a positive performance parameter, i.e., where an increase is desirable (for e.g.
number of customers, market share etc.), this is computed as [Actual Achievement
/ Target]
- For a negative performance parameter, i.e., where a decrease is desirable (for e.g.
fault rate, staff-per-thousand lines, etc.), this is computed as [Target / Actual
Achievement]
2 Compute the score for each goal by applying the weightage prescribed for the goal on
the proportionate achievement (computed in step 1) and multiplying this by 100. The
score for each goal is thus computed as [Proportionate Achievement * Weightage% *
100].
3 Compute the total score by adding the score for each goal.
ILLUSTRATION FOR COMPUTING PERFORMANCE

SCORE
This methodology is illustrated for the company scorecard below. Note: The targeted and
actual performance level, have been assumed arbitrarily.
Parameter Performa (W) (T) Achievement Achievement (B) B*W*100
nce (A) = A/T if P =
Paramete Positive; or T/A
r (P) if P = Negative
1 Financial Return on Investment Positive 20% 15% 9% 0.60 12.0
= PBIT/ Average plant
in services during the
year
2 Financial Staff and Negative 5% 25% 30% 0.83 4.2
administrative
expenses as a % of
revenue
25%
3 Customer Increase in number of Positive 5% 2.4 Mn 2.1 Mn 0.88 4.4

Fixed Lines
WLL Lines
5 Customer Market share in Positive 10% 12% 15% 0.80 8.0
Mobile Services
(COAI data)
Internet connections
7 Customer Increase in number of Positive 2% 1,000 1,200 1.20 2.4
Broadband
connections
8 Customer Number of VCC cards Positive 1% 10,000 7,000 0.70 0.7
sold
9 Customer ARPU: Basic Services Positive 10% Rs. 500 Rs. 350 0.80 7.0
10 Customer ARPU: Mobile Positive 10% Rs. 700 Rs. 500 0.71 7.1
Services
11 Customer Customer satisfaction Positive 10% 90 75 0.83 8.3
rating (Overall score in
Annual BSNL Market
Survey)
60%
12 Internal Faults per 100 Negative 3% 12 15 0.80 2.4

Process subscribers per month
13 Internal % of Advice notes Positive 2% 99% 94% 0.95 1.9
Process cleared within norms
during the year
5%
14 Learning & Staff-per-thousand Negative 10% 8 11 0.73 7.3

Growth lines
10%
Total Score 75.1
RESPONSIBILITY CENTERS & INITIATIVES
Circles and SBUs should add two more columns to the Balance Business
Scorecard on responsibility centers and initiatives. The achievement of targets for the
performance parameters of the Balance Business Scorecards of the Circles/SBUs will
prove decisive for survival and success of our company. Generally the performance
parameters can be achieved only if a group of officers work as a team in aligned manner
with a shared goal. In view of this it is suggested that Circle/SBU heads should fix
‘responsibility centers’ for each individual parameters.
The responsibility centers should be individual officer or a team of officers

(preferably), who are related to that particular performance parameter. These officers
should jointly own the parameter and should also review the achievement of the
parameter periodically with the corresponding responsibility centers of SSAs/Strategic
Business Units (SBUs). The GM/DGMs concerned for providing the targets for the
parameter will be the coordinating officer for this responsibility center team. These
responsibility centers should also suggest ‘initiatives’ that the circles intend to take not
only in order to achieve the targets related to that particular parameter, but also to excel
in it.
Thus along with the responsibility centers, the related initiatives should be listed
in few words in the BBS itself (in a separate column) for that particular parameter. For
example one of the parameters in Territorial Circle’s BBS is “Value of ITC cards sold in
(Rs Crores)”. A suggested list of initiatives (for excelling in this parameter) that can be
put in few words in the BBS itself can be –
– Increase product availability esp. in rural areas

– Make tariff more attractive
– Increase franchise commission
– Bundle with other products
– Decrease customers procurement time
The responsibility centers, in this case say GM (Marketing) & GM (Finance),
should come out with a detailed plan on as to how the circle/SSA/SBU will go about
implementing, monitoring and reviewing these suggested initiatives in this particular
case. This should be documented. Similar exercise should be done for other initiatives.
This document will basically form the articulated strategy of Circle/SSA/SBU with
respect to a parameter for that particular year. It is also suggested that the initiatives
suggested and the detail document prepared by the responsibility centers be sent to
respective wing in the Corporate/Circle Office so that the same can be shared with other
circles. A best practice document can also be prepared on the basis of the initiative
documents received from circles. This way initiative can not only help a particular
circle/SSA/SBU to focus efforts on achieving the targets for critical parameters, but also
serve as a feedback to higher office.
1) Balance Business Scorecard for Mr. H.N Singh A.O (Cash & SBP)-
Bareilly for the year 2007-08
Perspective Performance Type of Weight age Target Actual Proportionate Score =
1 Financial Operating Ratio Negative 8% 67% 68.07% 0.98 8
2 Financial Return on Positive 4% 20% 5.40% 0.27 1.08
investment
3 Financial Reduction in value Positive 4% 100% 50% 0.50 2
of ideal inventory
4 Financial Payment of staff Positive 10% Within In due time 1 10
claim 10
days
5 Financial Payment of Positive 10% Within In due time 1 10
supplier/contractor 10
Perspective Performance Type of Weight age Target Actual Proportionate Score =
bills days
6 Financial Submission of assets Positive 8% 2006- 75% 0.75 6
register 2007
7 Financial Performance of Positive 8% As 75% 0.75 6
internal audit fixed
by C.O
8 Financial Reduction of audit Negative 8% 100% 80% 1.25 10
qualifications
9 Financial Submission of OAC Positive 10% 1st In due time 1 10
week
10 Financial Settlement/payment Positive 10% 1st of In due time 1 10
of all Taxes each
month
11 Financial Capitalization of Positive 10% 100% 70% 0.7 7
completed works
12 Financial Reconstrion of SIM Positive 10% 2006- 80% 0.8 8
cards and recharge 2007
coupons
Total 100% 88.08
Note:-
1. Performance parameter (P): B=A/T(if P is Positive) or B=T/A(if P is Negative)
2. In case of 0 target the score column may be left blank.
3. In case target has been fixed as date, the achievement may be fixed in after the date
is over and target has been completed.
4. If an employee scores less than 35% than he is bad.
5. If an employee scores between 35% to 50% then he is an average performer.
6. I f an employee scores between 50% to 65% then he is a good performer.
7 If an employee scores between 65% to 80% then he is a very good performer.
8. If an employee scores above 80% the he an excellent performer
ANALYSIS:-
1. The score on the basis of operating ratio performance parameter is 8
2. The score on the basis of return on investment performance parameter is 1.08
3. The score on the basis of reduction in the value of ideal inventory is 2
4. The score on the basis of payment of staff claims is 10
5. The score on the basis of payment of contractor/supplier bills is 10
6. The score on the basis of submission of asset register is 6
7. The score on the basis of performance of internal audit is 6
8. The score on the basis of reduction of audit qualification is 10
9. The score on the basis of submission of CAC is 10
10. The score on the basis of settlement/payment of all taxes is 10
11. The score on the basis of capitalization of completed works is 7
12. The score on the basis of reconciliation of SIM cards & recharge coupons is 8
And the total of all the parameters is 88.08 which show that he is an excellent performer.
INTERPRETATION:-
With the help of above analysis we can easily interprets that Mr H.N Singh is very
responsible person. The time given for the payments of staff claims to him was 10 days
and he easily achieve his target in due time, also the time given to him for the payment of
supplier bills was 10 days and in the same way he achieve his target within a due time .
He also settles all the taxes within the time period given to him that is 1st of each month.
2) Balance Business Scorecard for Mr. A.H Khan JAO (PAY & SBP) - Bareilly
For the year 2007-2008
1 Financial Submission of Positive 8% 2006- 75% 0.75 6
Assets register 07
2 Financial Reduction of audit Negative 8% 100% 80% 0.80 6.4
qualification
3 Financial Reduction in value Positive 8% 100% 50% 0.50 4
of ideal inventory
4 Financial Acceptance & Positive 8% 100% 50% 0.50 4
accounting of ATDs
5 Financial Capitalization of Positive 8% Within In time 1 8
completed works(on one
receipt of CR) month
6 Financial Preparation of salary Positive 15% 21st of In time 1 15
bills each
month
7 Financial Preparation of Positive 15% 3rd of In time 1 15
building rents & each
issue of cheques month
8 Financial Disposal of Positive 10% Within In time 1 10
suppliers bills 3 days
9 Financial Disposal of staff Positive 10% Same In time 1 10
claims day
10 Financial Submission of Positive 10% 1st of In time 1 10
schedules to C.O each
month
Total 100% 88.4
Note:-
8.If an employee scores above 80% the he an excellent performer
ANALYSIS:-
1. The score on the basis of submission of asset register is 6
2. The score on the basis of reduction of audit qualification is 6.4
3. The score on the basis of reduction in value of ideal inventory is 4
4. The score on the basis of acceptance on accounting of ATDs is 4
5. The score on the basis of capitalization of completed work(on receipt of CR) is 8
6. The score on the basis of preparation salary bills is 15
7. The score on the basis of preparation of building rents and issue of cheques is 15
8. The score on the basis of disposal of suppliers bills is 10
9. The score on the basis of disposal of staff claims is 10
10. The score on the basis of submission of schedules to C.O is 10
And the Total score achieve on the basis of above parameter is 88.4 which shows that he
is an excellent performer.
INTERPRETAION:-
With the help of above analysis we can easily interprets that Mr. A.H. Khan is
very sincere to his work because we can see that he made the salary bills within the time
given to him that is 21st of each month and also he dispose the staff claim within a same
day. He submits the schedules to C.O within the targeted time that is 1st of each month.
But the achievement in the performance in reduction of ideal inventory was just only
50%.
3) Balance Business Scorecard for Mr. A.K Mishra JAO (Cash) - Bareilly
For the year 2007-2008
1 Financial Operating Ratio Positive 10% 67% 68.07% 1.02 10.2
2 Financial Return of Positive 10% 20% 5.40% 0.27 2.70
investment
3 Financial Submission of CAC Positive 20% 1st In time 1 20
week
4 Financial Payment of staff Positive 15% Within In time 1 15
claim 10
days
5 Financial Payment of Positive 15% Within In time 1 15
supplier/contractor 10
bills days
6 Financial Performance of Positive 10% As 75% 0.75 7.5
internal audit fixed
by C.O
7 Financial Reconstrion of SIM Positive 10% 100% 80% 0.8 8
cards and recharge
coupons
8 Financial Settlement/payment Positive 10% 1st In time 1 10
of all Taxes week
Total 100% 88.4
Note:-
8.If an employee scores above 80% the he an excellent performer
ANALYSIS:-
1. The score on the basis of operating ratio is 10.2.
2. The score on the basis of return on investment is 2.7.
3. The score on the basis of submission of CAC is 20.
4. The score on the basis of payment of staff claims is 15.
5. The score on the basis of contractor/ suppliers bills is 15.
6. The score on the basis of performance of internal audit is 7.5.
7. The score on the basis of reconciliation of SIM cards and recharge coupons is 8.
8. The score on the basis of settlement/ payment of all taxes is 10.
And the total score achieved by him on the basis of above parameters is 88.4 which show
that he is an excellent performer.
INTERPRETATION:-
With the help of above analysis we can easily say that Mr. A.K Mishra is very hard
working in nature. He submit all the cash accounts within the specified period that is
every first week of the month, he also made payments of staff claims within the specified
time that is within 10 days. Performance in internal audit is also very good that is 75%
and he make payment of all taxes within the specified time that is first of every week.
FINDINGS:
• As Mr. H.N Singh has scored above 80% this means that he is an excellent
performer. But he has to do more reduction in the value of ideal inventory.
With the help of above analysis we can easily interprets that Mr H.N Singh is very
responsible person. The time given for the payments of staff claims to him was 10 days
and he easily achieve his target in due time, also the time given to him for the payment of
supplier bills was 10 days and in the same way he achieve his target within a due time .
He also settles all the taxes within the time period given to him that is 1st of each month.
• As Mr. A.H Khan has also scored above 80% this means that he is also an excellent
performer. But he has to do more reduction in the value of ideal inventory.
With the help of above analysis we can easily interprets that Mr. A.H. Khan is
very sincere to his work because we can see that he made the salary bills within the time
given to him that is 21st of each month and also he dispose the staff claim within a same
day. He submits the schedules to C.O within the targeted time that is 1st of each month.
But the achievement in the performance in reduction of ideal inventory was just only
50%.
• As Mr. A.K Mishra has also scored above 80% this means that he is also an
excellent performer. But he had to do more work on return on investment.
With the help of above analysis we can easily say that Mr. A.K Mishra is very hard
working in nature. He submit all the cash accounts within the specified period that is
every first week of the month, he also made payments of staff claims within the specified
time that is within 10 days. Performance in internal audit is also very good that is 75%
and he make payment of all taxes within the specified time that is first of every week.
LIMITATIONS:
1. Time
2. Quality
3. Performance
4. Service
5. Lack of secondary data
6. Targets are fixed on the basis of last year reports
7. Performance of an individual employee is rated on the basis of very few
parameter
8. Exact and to the point performance of any individual or any company cannot be
computed with the help of the score card
SUGGESTIONS
• Tie up marketing with strategic stores/ prominent business houses for joint
promotion and discount.
• Fault free services to the customers, single point settlement of all complaints.
• Based on the quarterly expectations of the profit of the circles, a marginal share of
the same can be utilized for matching more than tariff of competitors.
• Prompt delivery of the bills, presentment over net to those subscribers who desire
the same, discount of Rs. 10 per bill for such customer
• Early bird discounts for early settlement of bills.
• Encouraging electronic modes of payments by using facilities offered by other
private firms after obtaining sufficient securities from them.
• Collection based incentives to all staff to encourage realization of outstanding by all
staff. This is particularly relevant in the present competitive scenario when
migration of customer in the order of the way, after leaving behind considerable
outstanding.
• Last three years achievements should be taken into consideration if possible (for
this year).
CONCLUSION
The concept of BBS has come a long way since it was first developed in the
beginning of 1990s by Prof Kaplan of Harvard business School along with D. Norton.
Since then it has been adopted in many corporate. Around 55% of fortune 500 companies
have adopted BBS. HBR (Harvard Business Review), one of the most renowned business
publications has acknowledged BBS as the most powerful business idea that has
originated in last 75 years. Kaplan and Norton have been researching on the
implementation of this concept in various organization and they themselves have studied
the implementation in around 300 companies. All this is testimony to the fact that BBS
has been a successful concept.
One thing that needs to be clarified and emphasized is the fact that BBS is an all
encompassing management tool which serves several purposes simultaneously and
measurement of performance is "just one such function". At the outset it helps the top
management to work out a long term strategy and articulate the same within the
organization. It helps in aligning the efforts of the employees on the key areas where the
top management want to stress. Down the line BBS empowers the managers by providing
them a focus. It gives the middle level managers a control on their team. It serves as an
excellent information gathering system and helps in mid-term course correction by
periodic review. It also serves as a performance measurement and management tool.
Deployment of Balance Business Scorecard is a change management exercise

which requires effective and frequent communication down the line. Circles/SBUs should
have communication plan like
– DOs from CGMs/SBU heads
– Holding of Workshops/Seminars at RTTC level
– Discussions/postings on Intranet
– Frequent review meetings / feedback reports on implementation
BIBLIOGRAPHY
1) Website:- www.natfm.bsnl.co.in
2) Website:- www.upw.bsnl.co.in
3) Balanced Business Scorecard; by Robert Kaplan and David P. Norton
4) Trust in Balance: Building successful Organizations’ on Results, Integrity and
concern; by Robert Shaw
ANNEXTURE
APPENDIX - I
Performance Scorecard for Territorial

Circles
Perspec Performance Parameter Wei Targ
tive ght et
age Sour Scorec Scorec
ce Scorec ard- Scorec ard- Scorec
BSN ard- Target- ard- Target- ard-
L Target- Chattis Target- Haryan Target-
HQ AP garh Gujrat a HP
1 Financi Operating Ratio 12% Bud
al get 32% 31% 36% 22% 37%
2 Financi Return on Investment = PBIT/ 8% Bud
al Average plant in services get 10.59 11.18 21.20
during the year % 3.52% % % 4.93%
3 Financi 3rd month collection 5% TR 97 97 97 97 97
al efficiency(%)
25%
4 Custom Increase in number of 2% LTP
er connections – Fixed Line 60600 8100 37000 34300 16100
5 Custom Increase in number of 4% SW 13400
er connections – WLL 0 25000 96000 63000 50000
6# Custom Increase in number of 16% CM
er connections – GSM TS
(Plg. 10000 70000 18000 52500 30000
) 00 0 00 0 0
7 Custom Increase in number of 2% BB
er connections – Internet 76209 8735 68423 60940 8404
8 Custom Increase in number of 5% BB 17391 16830
er connections – Broadband
4 30295 4 33661 4488
9 Custom Value of ITC cards sold (Rs. 1% Bud
er Crores) get 24.03 1.27 12.25 2.99 0.49
10 Custom Average revenue per 6% TR
# er subscriber per month
(ARPU)- Basic services 576 526 544 540 406
11 Custom Minutes of Usage(Outgoing) 6% T&
# er per GSM subscriber per C
month 175 162 126 147 149
12 Custom TAX line additions 2% TX
er 80000 5000 29000 27000 15000
13 Custom Revenue from PCOs (Rs 1% TR
er Crores) 485 29.2 325 120.9 42
14 Custom Net PCO addition 1% CS
er 39200 1000 2500 200 1000
15 Custom OFC RKM additions 2% TX
er 2000 1000 2000 800 900
48%
16 Internal Call completion rate Local 3% MS
a# Process (%) 62 70 65.5 71 65
16 Internal Call completion rate STD (%) 2% MS
b# Process 49 51 52 42 40
17 Internal Faults per 100 subscribers per 3% MS
Process month <5 <5 <5 <5 <5
18 Internal % Faults cleared within 24 3% MS
Process hours >90 >90 >90 >90 >90
19 Internal % Advise notes cleared within 3% CS
Process norms during the year 80% 80% 80% 80% 80%
14%
20 Learnin CDR Project 2% IT
g& implementation**
Growth
21 Learnin HR Package implementation* 2% IT
g&
Growth
22 Learnin Call Center implementation 2% IT
g& 6-
Growth 6-Aug 6-Jun Oct. - 6-Oct
23 Learnin MM package implementation 2% IT
g&
Growth 6-Dec 6-Dec 6-Nov 6-Dec 6-Dec
24 Learnin No.of Executives trained 2% TR
g& G
Growth 1085 116 863 312 168
25 Learnin No. of staff trained 3% TR 7751 593 5878 1279 779
g& G
Growth
13%
Score Score Score Score Score Score Score Score Score Score Score Score Score
card- card- card- card- card- card- card- card- card- card- card- card- card-
Targe Targe Targe Targe Target Targe Targe Targe Targe Targe Targe Targe Targe
t-J&K t- t- t-MP - t- t- t- t-UP- t-UP- t-A&N t- t-
Karna Keral Mahar Punja Rajst Uttra E W Assa Bihar
taka a ashtra b han nchal m
19% 25% 26% 39% 31% 36% 26% 25% 32% 30% 41% 38% 24%
25.9 15.6 14.2 5.61 12.73 18.6 12.5 9.15 7.69 18.0 1.00 10.3 3.96
1% 9% 2% % % 7% 9% % % 3% % 1% %
97 97 97 97 97 97 97 97 97 97 97 97 97
1260 8450 1266 3910 9430 5610 7610 3900 5190 1230 400 1120 6000
0 0 00 0 0 0 0 0 0 0 0
2800 2110 2570 8700 2090 1240 1680 9000 1150 2700 1000 2500 1360
0 00 00 0 00 00 00 00 0 0 00
2000 8000 8000 1350 2700 1000 1100 2000 1700 6500 2000 2800 5000
00 00 00 000 000 000 000 00 000 00 0 00 00
2063 6907 1742 3205 1013 8492 4727 1746 2900 2914 1216 7550 7282
7 1 10 5 84 8 5 9 9 9
8976 3119 1009 9537 2232 1312 6956 5049 1110 2692 449 2244 7629
22 82 2 83 77 6 81 9 1 7
2.76 27.7 68.0 9.38 16.78 14.3 6.74 2.22 7.47 7.28 0.46 1.28 2.4
8 8 9
785 668 458 477 570 460 515 569 526 621 442 599 547
209 185 89 162 183 164 168 155 162 155 294 208
3400 4000 5000 1000 8500 3200 1000 7000 1600 1600 2000 5000
0 0 0 0 0 0 0 0 0 0 0
90 437. 257 103. 629.7 125. 229. 65.1 260. 168. 6 108. 141.
9 6 1 8 5 3 5 6
3000 2640 1900 800 2640 400 2200 1200 8000 200 100 2500 7000
0 0 0
300 2000 1200 1400 2000 1100 1200 690 1500 900 0 300 1500
45 62 70 71 58 68 65 76 60 66 50 55 56
38 50 57 51 50 46 45 50 35 45 38 38 38
<5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5
>90 >90 >90 >90 >90 >90 >90 >90 >90 >90 >90 >90 >90
80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80%
6- - 6- 6- 6- 6- - 6- 6- - 6- 6 6-
Oct May Jun Nov Nov May Aug Oct -Oct. Oct
6- 6-Jul 6- 6- 7-Jan 6- 6- 6- 6-Jul 6- 6- 6- 7-
Dec Aug Augt Nov Dec Dec Dec Aug Dec Jan
122 1103 955 549 1329 649 573 115 575 351 18 207 228
621 4989 4385 2773 6438 2304 2961 553 3753 1976 47 136 1772
Scorecard- Scorecard- Scorecard- Scorecard- Scorecard- Scorecard-
Target- Target- Target- Target- Target- Target- Scorecard- Scorecard-
ChennaiTD Jharkhand KolkataTD NE-I NE-II Orissa Target-TN Target-WB
31% 24% 34% 44% 26% 23% 32% 38%
33.96% 9.49% 39.38% 1.00% 1.00% 11.21% 12.10% 3.77%

97 97 97 97 97 97 97 97
3600 17300 50700 3300 4200 16200 33700 85900

8000 38000 114000 7000 9000 36000 83000 190000
550000 275000 600000 125000 125000 500000 1600000 600000
64721 8607 87008 5773 7819 14781 58129 14187
246846 32539 251334 8079 8079 28051 66200 14586
18.65 18.92 33.95 0.1 0.47 2.47 8.82 8.55
895 590 721 469 639 485 571 436
368 195 182 258 258 239 249 234

20000 6000 2000 5000 94000 47000
100 68.7 115.7 24.7 27.1 85 410.4 153.2
6000 6500 200 3000 1600 200 26400 15000
100 1000 100 300 300 1300 2000 1200
74 50 58 56 60 70 75 67
58 45 45 40 45 47 58 51
<5 <5 <5 <5 <5 <5 <5 <5
>90 >90 >90 >90 >90 >90 >90 >90
80% 80% 80% 80% 80% 80% 80% 80%
6-Oct 6-Nov - 6-Jul 6-May -

6-Sep. 6-Dec 6-Sep 6-Dec 6-Dec 6-Dec 6-Dec 6-Dec
437 129 700 92 52 311 1172 288
1970 817 2673 474 352 1285 5957 1968

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A

Summer Training project report on

Submitted for the Partial fulfillment of the degree of

UNDER GUIDANCE OF SUBMITTED BY

Balanced Business Scorecard & TRA billing in BSNL—a case of

Bareilly city” as a compulsory part of my course curriculum.

Beenu Singh Chauhan

MBA 3rd SEM

Beenu Singh Chauhan

MBA 3rd sem

Roll No. 0701670028

This project report of mine, THE STUDY OF BALANCED BUSINESS

INTRODUCTION OF THE COMPANY:-

BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure

VISION, MISSION & OBJECTIVE OF BSNL:-

• BSNL-VISION: To become the largest Telecom Service Provider in Asia.

1) To provide world class State-of-art technology telecom services to its customers on

• To be the Lead Telecom Services Provider.

• To provide point of interconnection to other service provider as per their

• To facilitate R & D activity in the country.

2) Broadband customers base of 20 million in India by 2010 as per Broadband Policy

3) Providing telephone connection in villages as per government policy.

4) Implementation of Triple play as a regular commercial proposition

Basic Telephone (Bfone)

Transmission Systems as on 31.12.2007

(Route kms) (Route kms)

WESTERN U.P TELECOM CIRCLE

Item Status as on 01/04/2008

HISTORY OF BAREILLY DIVISION

Bareilly houses Asia’s famous rubber factory, WIMCO-Turpentine, IFFCO Anola

Education holds prominence in Bareilly as it has Rohailkhand University, IIT

Bareilly is archaeologically rich.Going back to history, ancient town Northern Panchala

A variation in local temperature is experienced from a maximum of 44ºC in the months

Bareilly Telecom is engaged in Operation and Maintenance of Telecom Services in the

BSNL is in the process of commissioning of a world class, multi-gigabit, multi-

3) Wireless in Local Loop (WLL) Mobile Telephone Connections:-

BSNL WLL-M is a communication system that connects

BSNL has launched”SANCHARNET CARD" recently. The Sancharnet Card" is a

• Self-register for internet access with your choice of user id

Employees are as follows:-

1. To get knowledge about the billing procedure of BSNL.

 FORMAL & INFORMAL INTERVIEW

TELEPHONE REVENUE ACCOUNTING BILLING

Dotsoft is an in-house developed software, integrating the commercial activities, Telecom

FEATURES OF DOTSOFT PACKAGE

The following charges are billed

• It is possible to have divergent types of billing for different types of subscriber.

The following processes are involved in billing procedure

TELEPHONE BILLS MANAGEMENT

ACCOUNTS RECEIVABLES AND COLLECTION MANAGEMENT

• Payment noting procedure:

• Data entry at computer center

SUB LEDGER PROCESS

PUBLIC TELEPHONE BILLING AND TELEX BILLING

• Cash counters of SSAs/ area offices.

What is the Balanced Business Scorecard?

1. The Financial Perspective.

In the olden times, business organizations measured their performance only on

The Scorecard, therefore, is a management system that involves setting

financial measures measurements viewed the performance of the ability to

 short-term objectives and long-term objectives

 financial measures and non-financial measures

 lagging indicators and leading indicators