airtel project 2009

A REPORT ON WELCOME VISIT CSMM SCORE IMPROVEMENT OF

Company Guide:Mentor:Ms. Parul Khullar Jasveen Kaur Assistant Manager Professor Bharti AirtelLimited Chandigarh IBS, Ms.

Submitted By:Manjot Kaur Banga Enrollment Number:-08BS0001647 Batch:-2010Declaration

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

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

Place: Chandigarh Date: 18th May, 2009

Manjot Kaur Banga 08BS0001647

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

Manjot Kaur Banga

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TABLE OF CONTENTSTopics

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Executive Summary...6 Project Proposal ............7 Introduction: Background of Bharti Enterprises Bharti Enterprises..12 Bharti Organisation Structure....13 Bharti Companies..15 Bharti Airtel...20 About Airtel...21 Business Divisions 22 Company Profile....23 Corporate Governance...24 Corporate Responsibility at Bharti Airtel..25 Employees at Airtel...27 Environment, Health & Safety..29 Community Initiatives...31 Awards and Recognition...34 Subscriber Base.35 Project under Study: Welcome Visit CSMM Score Improvement ..35-45 Welcome Process .37 Welcome Process Model.......40 CSMM- Meaning...42 Primary Data Collection Questionnaire..44 Analysis through Bar Graphs.45 Analysis by using SPSS tool..545 | Page

Fish Bone Analysis....73 Fish BoneAnalysis Low CSMM Scores..75

Findings from Fish Bone Analysis.76

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

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Executive Summary

With low Welcome Visit CSMM scores becoming an increasing concern for Airtel, the researcher is provoked to conduct research in the same area i.e. Welcome Visit CSMM Score Improvement. Welcome Visits are the visits made by the Welcome Visit Executives to the new postpaid customers of Airtel. The purpose is to carry out the credit and address verification of the customer. Besides, the Executive also provides requisite information to the customer regarding the bill payment modes, bill plan details, etc. Here, the problem at Airtel is low CSMM(Customer Satisfaction Management and Measurement) scores which are computed by an organization called IMRB. Low scores indicates that the customers are not satisfied with Welcome Visits. A study has been conducted to find the reasons behind the low CSMM scores and hence ways have been suggested for its improvement. For this a survey has been undertaken across 5 zones of Airtel namely Amritsar, Chandigarh, Bathinda, Ludhiana and Jalandhar. The basic aim of the survey was to find out the areas in which the Executives were lacking. Questionnaires were made filled from the customers personally along with some telephonic interviews as well. On the data collected three different analysis have been applied: Analysis based on frequency.7 | Page

Discriminant analysis by using SPSS. And Fish Bone Analysis.

The basic findings of the analysis were as follows: Current Recruitment process of the Executives needs improvement. No structured Training and Induction programmes for the Executives currently. Poor Job Knowledge of Executives. Poor soft skills of Executives. No audit of performance of such Executives. The following recommendation have been given: New Recruitment Process suggested. A 3 day Training/ Induction Module recommended. Good performers should be rewarded. Field audit should be conducted to measure performance. A one day training programme was actually conducted after the company saw the results of this study where in both job knowledge and soft skills training was provided to the Executives. The training programme was a success in terms of extending knowledge to the Executives and it is believed that the recommendations if implemented would definitely improve the CSMM scores.

Project Proposal

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

II. Description of the Project in brief:Welcome Process consists of Welcome visits, Welcome calls, and Welcome letters.

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Overall CTI / PI scores of Welcome process is very good but if we see the scores of Welcome Visit it is very less which is pulling overall scores down. Therefore, it is very necessary to work on this to make the process customer friendly. This project is basically to study the reasons behind the low CSMM scores and then offering solution in terms of the type of Training required and also the necessary improvisations to be done in the manpower planning so as to improve the CSMM scores. TERMINOLOGIES : Welcome visits are the visits which are paid by the welcome visit executives of Airtel to the new Post Paid Customers to mainly check their verification and also to enquire if they are facing any problems and accordingly resolving them if any . CSMM ( Customer Satisfaction Management and Measurement) scores represent how much customer friendly the welcome visit processes are. CTI is the Customer Transaction Index which is perception based and PI is the Process Index. CTI and PI are computed by an external audit agency based on the satisfaction level of the customers in terms of the Welcome Visits. CTI and PI basically represent CSMM scores.III.

Objective of the project:Companys Objective : To improve the welcome visit score from the present level of CTI-29% & PI-28% to CTI / PI more than 50% by end of the year 2009.

My study will focus on achieving the companys objective by undertaking the following Conduct Survey through filling of Questionnaires from the existing Postpaid customers. Analysis of data (Fish Bone Analysis). Identify the weaker areas and suggest measures for improvement.IV.

Methodology: Both primary and secondary data would be used for the study. Methodology for the collection of Primary data would be Personal Interviews (Questionnaires) and telephonic interviews. Secondary Data is collected from the website of Airtel.9 | Page

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

V. Schedule:Activity Define Measure Analyze Improve Start Date 25th Feb09 16th Mar09 18th Apr09 1st May09 End Date 15th Mar09 18th Apr09 30th Apr09 18th May09

Define : In this time period we have defined the problem i.e. low Welcome Visit Scores in the Welcome Process that affects the customer's requirement specifications. At this stage, we have defined the target population for surveys i.e. all existing postpaid customers of Airtel spread across all 5 zones In Punjab i.e. Amritsar, Ludhiana, Jalandhar, Chandigarh, Bhatinda. Measure: Here I will measure the satisfaction level of the post paid customers in terms of the welcome visits through the filling of questionnaires. Analyze : Here attempt will be made to identify lags in the Welcome visits and the parameters which require improvement. Improve: The results can be evaluated to solve the problem through suggestions and recommendations.

VI.Limitations of the study: Inability to conduct exhaustive analysis due to short time period of study. Lack of authentic information from the respondents of questionnaires and telephone attendants. Since the area of study covers 5 zones in Punjab, physical reach wont be possible due to which telephonic interviews will be conducted.10 | P a g e

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

Introduction:11 | P a g e

Background Of Bharti EnterprisesBharti Enterprises

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Type Founded Headquart ers Key people

Public, Listed on BSE BSE: 532454 1985

New Delhi, India Sunil Mittal (Chairman and CEO)

Industry

Telecommunication, Insurance, Digital TV

Retail,

Products

Airtel

Mobile

and

Fixed-Line operator,

Telecommunication

Bharti AXA insurance, Bharti Wal Mart retails and Airtel Digital TV dth service Revenue $6 Billion

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

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Bharti Organisation Structure

s

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Bharti Organisation structure (Contd.)

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Bharti CompaniesA brief introduction to each of their companies is given below:

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

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

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

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

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

Bharti Retail Pvt Ltd:Bharti Retail is a wholly owned subsidiary of Bharti Enterprises. Bharti Retail operates a chain of multiple format stores that offer consumers affordable prices, great quality and wider choice.19 | P a g e

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

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

Bharti AXA Investment Managers Pvt. Ltd.:20 | P a g e

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

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

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

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

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

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

Bharti Airtel

Type

Public, BSE: 532454

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Founded Headquart ers Key people Industry Products Revenue

1985 New Delhi, India Sunil Mittal (Chairman and CEO) Telecommunication Mobile and Fixed-Line Telecommunication operator $6 Billion

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

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About Airtel

Airtel comes to us from Bharti Airtel Limited, Indias largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Airtel was born free, a force unleashed into the market with a relentless and unwavering determination to succeed. Airtel, in just ten years of operations, rose to the pinnacle to achievement and continues to lead. As India's leading telecommunications company Airtel brand has played the role as a major catalyst in India's reforms, contributing to its economic resurgence. Today it touches peoples lives with their Mobile services, Telemedia services, to connecting India's leading 1000+ corporates. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs) - Mobile Services, Airtel Telemedia Services & Enterprise Services. The mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 94 cities. The Enterprise services provide end-to-end telecom solutions to corporate customers and national & international long distance services to carriers. All these services are provided under the Airtel brand.

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Business DivisionsMobile Services:- Bharti Airtel offers GSM mobile services in all the 23-telecomcircles of India and is the largest mobile service provider in the country, based on the number of customers.

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

Enterprise Services (Corporate):-The group focuses on deliveringtelecommunications services as an integrated offering including mobile, broadband & telephone, national and international long distance and data connectivity services to corporate, small and medium scale enterprises.

Enterprise Services (Carrier Services):- The Company compliments its mobileand broadband & telephone services with national and international long distance services. It has over 35,016 route kilometers of optic fibre on its national long distance network. For international connectivity to the west, the Company is a member of the South East Asia-Middle East-Western Europe 4 (SEA-ME-WE-4) consortium along with 15 other global telecom operators.

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Company ProfileAirtel is one of India's leading providers of telecommunication services with a nationwide presence in all the 23 licensed jurisdictions (also known as Telecom Circles). They served an aggregate of 88,270,194 customers as of December 31, 2008; of whom 85,650,733 subscribe to their GSM services and 2,619,461 used their Telemedia Services either for voice and/or broadband access delivered through DSL. Airtel is the largest wireless service provider in the country, based on the number of subscribers as of December 31, 2008. Airtel also offers an integrated suite of telecom solutions to their enterprise customers, in addition to providing long distance connectivity both nationally and internationally. The company has recently forayed into media by launching their DTH and IPTV Services. All these services are rendered under a unified brand "Airtel". The company also deploys, owns and manages passive infrastructure pertaining to telecom operations under its subsidiary Bharti Infratel Limited. Bharti Infratel owns 42% of Indus Towers Limited. Bharti Infratel and Indus Towers are the two top providers of passive infrastructure services in India Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE)

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Corporate GovernanceBharti Airtel Limited firmly believes in the principles of Corporate Governance and is committed to conduct its business in a manner, which will ensure sustainable, capital-efficient and long-term growth thereby maximizing value for its shareholders, customers, employees and society at large. Companys policies are in line with Corporate Governance guidelines prescribed under Listing Agreement/s with Stock Exchanges and the Company ensures that various disclosures requirements are complied in letter and spirit for effective Corporate Governance. During the financial year 2003-04, the Company was assigned highest Governance and Value Creation (GVC) rating viz. Level 1 rating by CRISIL, which indicates that the companys capability with respect to creating wealth for all its stakeholders is the highest, while adopting sound Corporate Governance practices. This rating was re-affirmed by CRISIL on April 20,2006.

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Corporate Responsibility at Bharti Airtel

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

To be responsive to the needs of their customers. To trust and respect their employees. To continuously improve their services innovatively and expeditiously. To be transparent and sensitive in their dealings with all stakeholders.

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

Ethics, fairness and being correct. Meeting and going beyond compliances and legal requirements. Showing respect and sensitivity towards stakeholders and communities. Nurturing the environment.29 | P a g e

They practice their CSR beliefs and commitments through a three-pronged approach:

Engaging with stakeholders. Ensuring stakeholder sensitive policies and practices . Undertaking programs for their employees, community and environment.

Bharti Airtel sensitizes its employees towards CSR issues at various forums. They feel that it is important that each employee should understand the importance of environmental, social and economical aspects while taking business decisions. At Bharti, each employee is sensitized towards CSR issues and thus operations at the ground level are influenced. Such sensitization exercises have resulted in many socially and environmentally sensitive decisions on the ground. For example, Confidence Plan for hearing impaired people, covers noise-making DG sets at extra cost, investing in consumer awareness campaigns to ensure safe use of mobile are some examples of the above.

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Employees At Airtel

Bharti Airtel believes that one of the most important drivers of growth and success for any organization is its people. At Bharti Airtel, the Mantra for employee delight focuses on 5 Ps People, Pride, Passion, Processes and Performance. Bharti Airtel has been recognized among the Best Employers in the Country for two successive years being 14th in 2003 & jumping ahead of several other large conglomerates to an enviable position of the 2nd Best Employer in the Country in 2004. This is a clear demonstration & acknowledgement of the robust, progressive, people as well as business aligned Human Resource practices, which the organization has developed and implemented remarkably in a very short span of time. Bharti Airtel follows an open door policy to approach the management, which helps resolve issues with mutual agreements. They encourage people to stand up against any unfair treatment for which they have the Office of the Ombudsman, where employees can raise any issues regarding business and workplace conduct. Bharti ensures transparency through the various communication policies, strategies and plans. Regular Employee Communication Forums provides a platform for the employees to raise issues that require resolution. Bharti Airtels leaders strongly believe in facilitating and initiating activities that help employees manage their health and well-being. Their focus always remains to redefine leadership; develop leaders who enable performance and inspire their people to unleash their potential. Their people orientation reflects in their vision of being targeted by top talent, and a key aspect of our business focus building a best-in-class leadership team that nurtures talent at every level. Employee friendly HR policies have been put in place, which amply reflect the organizations31 | P a g e

concern for its people. Some typical examples of these policies and practices include a familyday at office, half day leave for birthdays, gifts for anniversaries, compulsory 10 days off, festival celebration with family, no official meetings on weekends, five day weeks, concierge services, call center engagement programs etc. These care policies and practices are applied across the organizational levels without any discrimination. From self-management workshops to aerobics sessions, yoga classes to provision of relaxation/meditation rooms, they ensure that every employee keeps a check on his/her fitness. Tie-ups with leading health service organizations enable their employees to undertake periodical health check-ups depending upon their age. This facility is also extended to employee family members at discounted rates. The company provides Flexible Group Mediclaim insurance to all employees, covering all kinds of illnesses, accidents and hospital coverage for serious ailments. Apart from these specific engagements, they regularly organize health check up camps, eye check-up camps and stress management sessions. Some of their offices have opened gymnasiums/fitness facilities to ensure that the fitness fanatics do not have to worry about time constraints to remain fit. At many of their locations, they have hired psychologists who undertake personal counseling sessions for employees. Bharti Airtel offers a flexible compensation structure to its employees wherein the employees have the flexibility to structure their fixed component of their compensation according to their requirements within the ambit of legislation. Even a sweeper in the corporate office must understand that, if he does not keep the office clean, the visiting shareholders could question the companys ability to manage a business if they cannot manage their premises well Mr. Akhil Gupta

Environment, Health and SafetyOverviewAt Bharti, there is a belief in the philosophy to refuse, reduce, reuse and recycle. The company has32 | P a g e

taken many initiatives in this regard, both within the offices for the benefit of their employees; and for outside world for the convenience of the people Few examples of the initiatives taken are mentioned below: (a) Most of the new Airtel buildings recycle waste water for sanitary and cooling of equipment purposes e.g. DG sets and AC systems. These buildings also have rain water harvesting systems for ground water replenishment where appropriate. (b) All Airtel offices have energy efficient light fittings and DG sets. They also ensure automation that enables energy savings in their buildings. Building Management System (BMS) Intelligent Building concept is being followed in all the new Airtel building and campuses that are coming up. The BMS controls The Heating, Ventilation and Air conditioning (HVAC) system,, electricity load management, water management, parking management, security and safety systems to ensure an efficiently run building on optimal resources. (c) New buildings also incorporate the concept of and Energy Wheel which optimises energy efficiency in buildings. The AC system in their buildings adds a certain amount of fresh air periodically; In the process of adding this fresh air the cool air within the building vents out which may result into higher usage of energy to bring the cooling/ temperature back. The Energy Wheel concept ensures that as we bring the fresh air in it is pre-cooled thereby optimizing energy efficiency. (d) Air quality is checked periodically in all Bharti Airtel offices, and based on the results, duct cleaning, carpet cleaning, chair and sofa shampooing is undertaken. Water quality is also monitored in cooling towers for DG sets and Air Conditioner systems so that water born diseases such as legionella, etc. are avoided. (e) Use of air curtains on major office exits and double glazing also results in significant energy saving. (f)At the time of oil change in DG sets etc, the discarded oil for disposal is only sent to companies/ vendors approved by the Central Pollution Control Board (CPCB) for proper disposal as per CPCB approved processes. All Bharti Airtel offices follow the basic requirements specified by the Pollution Control Board) and ensure statutory compliance.33 | P a g e

(g) All Bharti Airtel offices have fire alarm systems. Periodic fire drills are carried out in Bharti Airtel offices as a practice. All Airtel offices are provided with First Aid boxes and have identified people as First Aid specialists.. Bharti Airtel takes all its equipment from its key vendors, namely Nokia and Ericsson, who comply with all the required health and safety norms. There is an induction manual for sub-contractors to ensure that they follow all the safety and statutory compliances as well as Bharti Standard Operating Procedures. Bharti Airtel is in the process of finalizing its Environment/ Health & Safety Policy (EHS) and will apply for ISO 14001 compliance within the next 3 years for each of its facilities.

Community Initiatives

Overview34 | P a g e

Corporate Social Responsibility is embedded in, and built upon, the stated values of Bharti the institution. These values guide all their activities and each employee is encouraged to take decisions and design business-linked processes that are sensitive to communities and environment. We have an obligation to fulfill to society and the communities in which we operate, and help improve the quality of life for everyone, today and in the future. Based on the basic guidelines and direction provided in the Code of Conduct, Bharti has undertaken many community programs. Bhartis contribution to society is structured through two channels, namely, (a) Bhartis Corporate Social Responsibility (CSR) Initiatives, including initiatives undertaken by way of employee mobilization as well as running environment related programs; and (b) Bharti Foundation, a separate vehicle established in 2000 to lead the CSR agenda of Bharti Group of Companies (a) CSR Initiatives @ Bharti Airtel Bharti Airtel has a nation-wide presence that has grown at an exponential rate in the recent years. Each local office undertakes special programs for the local community, thereby reaching out to people. Many projects like material collection drive and blood donation camps are organized for the welfare of the underprivileged community. Bharti constantly searches for new, innovative ways of reducing the consumption of resources, with the aim of leaving a better and greener earth for future generations.

Response to Disaster :Bharti Airtels response to Tsunami Disaster: Bharti Airtel undertook the following initiatives for immediate relief and rehabilitation to Tsunami victims:

Built a mobile network in Andaman & Nicobar islands in less than 3 months to aid rapid rehabilitation of the island Donated Rs. 1 Crore to the Prime Ministers Relief Fund, in addition to contributions from employees. Created 29 Airtel Crisis Communications centres in Tamil Nadu.

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

Employees of Bharti Airtel also contributed through a Donation Collection Drive, with a difference. All employees were not only given the freedom to choose the amount they wished to donate, but also the agency they wished to donate to. One of the most memorable actions was the heroic way in which a Bharti employee reestablished connections after Tsunami hit Tamil Nadu. After being washed away by the wave, this employee went back to work on restoring connectivity for the struck region. Word of his dedication spread within Bharti and he received tremendous response from his fellow Bhartians. Over 80 emails were addressed to him and presented to him in recognition. Bharti Airtels response to Assam, Bihar and West Bengal floods: Bharti Airtel also partnered with an NGO to provide relief to the flood victims in the flood hit areas of Assam, Bihar and West Bengal. A Material Collection Drive was undertaken across Bharti offices, for collection of material such as clothes, utensils, footwear, blankets, dry ration and monetary donations. 55 cartons of clothes and 65 kilos of ration were dispatched, in addition to monetary contributions.

Bharti Airtel during Mumbai Floods: Bharti Airtel employees climbed up the towers to restore the networks so that their customers could conveniently reach its employees. Bharti Airtels response to Kashmir earthquake: Bharti Airtels Rapid Response Team responded to the Kashmir earthquake by bringing more than 2000 food packets and water bottles to the affected area. Money, clothes, woolens and blankets were also collected from employees to distribute among earthquake victims.

Other initiatives of Bharti AirtelBharti Airtel employees have undertaken varied initiatives to reach out to the local community. Some of such initiatives are listed below:Airtel Ashiana for underprivileged children at the Mohali office of Airtel. BIL North tied up with an NGO to distribute daily surplus food to needy children. Airtel Experience Centre by Access MP for the benefit of the benefit of visually impaired people as well as people from deprived section of society.

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Mobile Services Jammu & Kashmir donated free medicines, stationery, clothes and other utility items at the Missionaries of Charity Home for Destitutes. Mobile Services MP & CG supported the WalkaThon to create awareness about diabetes on World Diabetes Day, organized by the Indian Medical Association. Airtel Maharashtra & Goa team visited the Thalassemia Ward of Sassoor Hospital to interact with children as well as the families affected. Airtel Kerala team visited an old age home and shared a day full of fun with the members of the home. A tree plantation drive was carried out by Access-NCR, Access-North and Access-UP West Circles, where in free tree saplings were planted. Airtel Madhya Pradesh & Chhatisgarh planted trees on its fourth Circle Inception Day In Tamil Nadu, Airtel has adopted a corporation park in Chennai city. Mobile Services Rajasthan supported the Red Ribbon Caravan initiative of the Rajasthan State AIDS Control Society, to spread awareness about HIV/ AIDS. During the month-long campaign a caravan of five vans covered 32 districts of Rajasthan, to spread the awareness of HIV/ AIDS. Airtel Delhi organized a Blood Donation Camp in association with Indian Red Cross Society (b) Bharti Foundation Although CSR is executed at all levels in the organization, the Promoters of Bharti Enterprises established Bharti Foundation in 2000 with a vision, To help underprivileged children and youth of our country realize their potential. Bharti Foundations mission is to create and support programs that bring about sustainable changes through education, use of technology and information and best practice sharing. Bharti Foundation has established itself the goals of improving accessibility and quality of education at the school level for underprivileged children, and to provide education and training opportunities to youth.

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Awards And RecognitionBharti Airtel has received recognition for its innovative practices across the world, some are as follows:

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

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Subscriber BaseThe Airtel subscriber base according to COAI - Cellular Operator Association of India as of November 2008 was:

Chennai - 2,011,299 Delhi - 4,418,296 Mumbai - 2,718,885 Kolkata - 2,178,061 Gujarat - 3,690,661 Andhra Pradesh - 8,094,328 Karnataka - 8,995,538 Tamil Nadu - 5,392,458 Kerala - 2,013,424 Punjab - 3,554,406 Haryana - 1,170,378 Uttar Pradesh (West) - 2,071,723 Uttar Pradesh (East) - 5,124,948 Rajasthan - 6,032,480 Madhya Pradesh - 4,040,87139 | P a g e

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

Project Under Study: Welcome Visit CSMM Score40 | P a g e

Improvement

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

WELCOME PROCESS41 | P a g e

Welcome Visits:Made to all customers.

Welcome Calls:Based on the need.

Welcome Letters:Sent to all

Welcome Visits:- Welcome Visits are made to the new postpaid customers of Airtel tocarry out the credit and address verification along with other allied activities carried out by the Welcome Visit Executives for the customer. Welcome Visit is made within 48 hours of the activation of the connection. Following are the allied activities carried out by the Welcome Visit Executive: Bill Plan Details:- He has to explain all the chargeable services in the customers monthly bill like the Rate plan, Advance Rental, and Value Plus Services. The outgoing call charges, Recurring Charges, Non-Recurring Charges, Usage, Discounts& Adjustments, Service Tax, Late Fees, etc. are also to be told. Bill Cycle, due Date and LPC:- Bill cycle is to be explained. Late Payment

Charges are also told about. Short Code Education:-Short codes (Codes sent to 121 as an SMS) , For e.g.

OT for Outstanding Amount, MBILL for Mini Bill Statement, UNB for Unbilled Amount, etc. So, Short Code Education is also given by the Welcome Visit Executive to the customer. Payment Options:- Various Payment modes are also to be told :-

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

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Welcome Calls:- Welcome calls are made within 48 hours of the Welcome Visit and isdone to supplement the welcome visit. The purpose of the call may be to: Validate Customers name and address. Obtain the missing information in the Customer Information Form. Provide critical information to the customer. Clarify issues raised during the welcome visit.

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

Objectives of the Welcome Process :

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

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

Customer Profiling:- Profiling of new customers as to Revenue potential and Risk level involved from that particular customer. It is done within 48 hours of the activation. First Bill Call:Target Audience First time mobile users. First bill customers whose payment has not been received till 12 days of bill generation. Time Frame Between 10 20 days of Bill Dispatch.43 | P a g e

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

Second Bill Call Target Audience: Who called in for First Bill clarification. Who registered complaints regarding the First Bill. Customers who were barred due to Overdue Barring. Time Frame: After 4 days of Bill Dispatch.

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

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Welcome Process Model

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

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Based on the information gathered by the Welcome Visit Executive when he visits the customers house, he does a credit rating. Welcome visit, Welcome call by the Welcome Executives and the application data together form the basis of the initial credit rating. Thereafter an online activation is done through AOL (Activation Online System) and also the customers are segmented. Based on the segmentation and Initial credit rating, the customers are provided credit limits and special offers are also given to certain customers. The credit rating and AOL also helps in Dunning wherein the customers who have involuntarily left Airtel connections are approached. So, this is how the whole Welcome Process Model works.

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Customer Satisfaction Management and Measurement (CSMM) MeaningCSMM is an independent, specialist unit of IMRB International and an exclusive member of the Walker Information Global Network (WIGN) in the Indian subcontinent, providing solutions to companies for measuring and managing their key stakeholders. As the exclusive member of the Walker Information Global Network (WIGN) in South Asia (Sri Lanka, Bangladesh, Pakistan and Nepal), CSMM uses the proprietary tools developed by Walker Information, the recognized pioneers in Stakeholder Measurement and Management with over 35 years of experience. The network offers the world's most thoroughly tested and proven system and also provides appropriate benchmarks through the WIGN Normative Database. As a specialist unit of IMRB International (Indias oldest and largest customized research agency) CSMM leverages IMRBs infrastructural strengths with presence in 130 towns in India, 11 countries and 28 cities globally. It operates out of 5 full service offices, five specialist units & 15 field offices in India and handles approximately 4 million interviews annually. Working with over 100 clients from diverse sectors, CSMM provides strategic information services to enhance customer loyalty amongst both end customers and trade channel customers as well as help build employee commitment. CSMM has experience with over 1000 programs across stakeholder groups and is a market leader in the stakeholder measurement space. CSMM offers a team of highly trained and experienced consultants with multidisciplinary backgrounds. Their consultants have experience in conducting multicountry and regional programs for leading multinational companies, across various sectors. CSMM is a pioneer in non-contact form of data collection (telephonic and web) and has its own 200 seater call centre operating from Delhi and Bangalore which together handle 80000 telephonic interviews per month. Airtel has long been considered the leading telecom service provider. To remain on top they were required to understand the mood of the customer through independent research agencies.47 | P a g e

For capturing customer mood the external agency, IMRB conducts the Customer Satisfaction Management and Measurement surveys regularly for Airtel. The framework provides a reliable basis for understanding the determinants of customer loyalty, and identifying key priorities towards achieving higher levels of customer commitment & loyalty. The CSMM scores reflect how good we are to the customer in caring for him, inspiring trust, innovating for customer benefit and thus taking the role of industry leadership. The CSMM captures customer mood on the following parameters: Sales experience Service provisioning (activation of connection) Network quality Customer Services Billing accuracy and timeliness Benchmark with Competition & above all Welcome visits

CSMM Philosophy:

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

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

Welcome Visit CSMM scores Of Airtel:

CSMM scores at the present level are CTI-29% & PI-28% which are quite low. So, key problem area has been defined i.e. Low CSMM scores of Welcome Visits of Airtel. The reasons behind it may be many:48 | P a g e

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

Primary Data Collection Through filling of Questionnaires:Questionnaires have been used to gather the desired information from the customers. It will help me measure the customer satisfaction and would thus help in the Welcome Visit CSMM score improvement. It will give me the desired information on the effectiveness of Welcome Visits and it will help me analyze the key improvement areas in terms of the Welcome Visit Executives.49 | P a g e

Sample size i.e. No. of customers surveyed 100 (20 from each zone i.e. Amritsar, Chandigarh, Bathinda, Ludhiana, Jalandhar) Further, 3 different analysis has been done on the data collected: Analysis through Bar Graphs Discriminant Analysis by using SPSS Fish Bone Analysis

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

Analysis through Bar Graphs

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

Job Knowledge:-

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Ludhiana & Chandigarh are top scorers- 80% & 75% and Amritsar & Bathinda

score least - 55% & 60% in top 2. In bottom 2 Amritsar & Bhatinda are the top scorers with 30%.

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

Score least in top 2. In bottom 2 Amritsar & Bathinda are top scorers with 30%.

Chandigarh, Ludhiana and Jalandhar are top scorers with 85% , 80%and 80% while

Amritsar and Bathinda score least in top 2 i.e. 70%. In bottom 2 Amritsar and Bathinda are top scorers with 25% & 30%.

Overall Satisfaction With the Welcome Visit Chandigarh is top scoring(80%) and Amritsar and bathinda score least in the Top 2 In the Bottom 2 Amritsar & Bhatinda are again on the negative trend being the Top Scorer with 20%.60 | P a g e

Analysis by Using SPSS Tool

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

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

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Amritsar Zone

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Group Statistics Valid N (listwise) Unweighted Weighted 4 4.000 4 4.000 4 4.000 4 4.000 4 4.000 4 4.000 4 4.000 3 3.000 3 3.000 3 3.000 3 3.000 3 3.000 3 3.000 3 3.000 8 8.000 8 8.000 8 8.000 8 8.000 8 8.000 8 8.000 8 8.000 3 3.000 3 3.000 3 3.000 3 3.000 3 3.000 3 3.000 3 3.000 18 18.000 18 18.000 18 18.000 18 18.000 18 18.000 18 18.000 18 18.000

Satisfaction 2.00

3.00

4.00

5.00

Total

Discomfort Payment Information Polite Courteous Knowledgable Presentable Discomfort Payment Information Polite Courteous Knowledgable Presentable Discomfort Payment Information Polite Courteous Knowledgable Presentable Discomfort Payment Information Polite Courteous Knowledgable Presentable Discomfort Payment Information Polite Courteous Knowledgable Presentable

Mean 5.0000 22.7500 3.0000 1.5000 1.7500 2.0000 2.0000 5.0000 18.3333 1.0000 3.6667 3.0000 3.3333 3.6667 3.1250 20.7500 6.3750 3.6250 3.8750 3.8750 4.5000 2.6667 15.0000 7.3333 4.3333 4.0000 4.6667 4.3333 3.7778 19.8333 4.8889 3.2778 3.2778 3.5000 3.7778

Std. Deviation .00000 3.30404 1.82574 .57735 .50000 .00000 .00000 .00000 4.04145 .00000 .57735 .00000 .57735 .57735 2.03101 3.61544 2.50357 1.06066 .83452 .83452 .53452 2.08167 4.58258 .57735 .57735 .00000 .57735 .57735 1.80051 4.31482 2.96824 1.27443 1.07406 1.09813 1.11437

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Eigenvalues Function 1 2 3 Eigenvalue % of Variance 16.580a 85.2 a 1.775 9.1 a 1.103 5.7 Cumulative % 85.2 94.3 100.0 Canonical Correlation .971 .800 .724

a. First 3 canonical discriminant functions were used in the analysis.

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

Canonical Discriminant Function Coefficients Function 2 .029 .167 -.397 -.686 1.552 -1.561 1.723 -5.372

Discomfort Payment Information Polite Courteous Knowledgable Presentable (Constant)

1 -.391 -.128 .137 .045 .522 1.145 1.334 -7.567

3 -.188 .190 .429 .301 .280 -.666 -.573 -2.565

Unstandardized coefficients

So, the linear function which we have against function 1 is as follows:S = - 7.567 3.91 D - .128 P + .137 I + .045 Po + .522 C + 1.145 K + 1.334 Pr64 | P a g e

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

Findings:Group Statistics:The total mean of the Group Statistics table has been analyzed and so the following points can be highlighted. If we have a look at the Group statistics table, there is a positive point which comes up

that no customer has rated the Overall Satisfaction the lowest i.e. 1. On a totality basis Combination No. 20 is the mean for payment methods which indicates that cash, credit card, e-billing and M- cheque are the commonly known payment modes amongst the customers and rest are not so commonly known. On a totality basis Combination No. 5 is the mean for information extended to customers which indicates that the customers were basically given the information on Bill Plan Details and Short SMS codes. So, adequate information is not provided to the customers. On a totality basis an average score of 3 have been given to the attributes Politeness, Courteousness, Knowledge, and Presentability which is a very neutral score.

Canonical Discriminant Function Coefficients: Discomfort is negative(-.391).

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

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Chandigarh Zone


Satisfaction 2.00

3.00

4.00

5.00

Total


Mean Std. Deviation 4.0000 1.73205 13.0000 11.53256 10.3333 2.88675 1.3333 .57735 2.0000 .00000 2.6667 1.15470 2.6667 1.15470 5.0000 .a 14.0000 .a 2.0000 .a 5.0000 .a 4.0000 .a 2.0000 .a 3.0000 .a 3.1538 1.81871 21.4615 7.47903 9.3077 1.84321 4.1538 .89872 3.8462 .68874 4.2308 .59914 4.2308 .43853 4.0000 1.73205 14.0000 11.78983 6.6667 3.21455 4.3333 .57735 4.3333 1.15470 4.0000 1.00000 4.6667 P a g e .57735 67 | 3.5000 1.73205 18.7000 8.88583 8.7000 2.79285 3.8000 1.32188 3.6500 .98809 3.8500 .98809 4.0000 .85840

Eigenvalues Function 1 2 3 Eigenvalue % of Variance 7.961a 64.6 a 3.867 31.4 a .499 4.0 Cumulative % 64.6 96.0 100.0 Canonical Correlation .943 .891 .577


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

Canonical Discriminant Function Coefficients Function 2 -.160 .019 .263 .914 -1.506 1.285 1.200 -9.806

1 Discomfort Payment Information Polite Courteous Knowledgable Presentable (Constant) .136 -.011 -.614 .608 1.203 -.887 .910 -1.849

3 -.065 .133 .089 1.272 -1.495 -.905 .024 .978


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

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

Canonical Discriminant Function Coefficients: Discomfort is positive(+.136). So, executives in Chandigarh are cautious about visiting

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

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Courteousness is positive and maximum (1.203) which is a good sign. Politeness and

presentability is also positive but knowledge is negative which means the executives are lacking the desired knowledge.

Bathinda Zone

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Satisfaction 2.00

3.00

4.00

5.00

Total


Mean 3.5000 12.0000 11.5000 2.0000 1.7500 1.5000 2.0000 2.6000 16.2000 8.4000 2.4000 2.8000 3.6000 3.2000 3.0000 14.0000 11.8000 4.2000 4.1000 3.8000 4.1000 5.0000 22.0000 2.0000 5.0000 5.0000 5.0000 5.0000 3.1000 14.5500 10.4000 3.3500 3.3500 3.3500 3.5000

a. Insufficient data

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Std. Deviation 1.73205 10.16530 5.91608 .00000 .50000 .57735 .00000 2.19089 6.68581 5.02991 1.14018 .83666 .89443 1.09545 2.10819 7.08676 2.09762 .42164 .31623 .78881 .31623 .a .a .a .a .a .a .a 1.97084 7.39470 4.35769 1.22582 1.13671 1.22582 1.05131

Eigenvalues Function 1 2 3 Eigenvalue % of Variance 32.202a 93.7 1.857a 5.4 a .310 .9 Cumulative % 93.7 99.1 100.0 Canonical Correlation .985 .806 .486


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

Canonical Discriminant Function Coefficients Function 2 .351 .094 -.110 -1.998 2.252 1.307 -1.533 -1.177

1 Discomfort Payment Information Polite Courteous Knowledgable Presentable (Constant) .047 -.069 .113 3.200 -.834 .131 2.992 -19.153

3 -.111 .034 .227 -1.713 2.430 .388 -1.148 -2.202


S = - 19.153 + .047 D - .69 P + .113 I + 3.200 Po .834 C +.131 K + 2.992 Pr Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.72 | P a g e

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

Canonical Discriminant Function Coefficients: Discomfort is positive(+.047). So, even executives in Bathinda are cautious about

visiting and calling the customers at odd hours. Payment methods is negative which means adequate information regarding payment methods has not been provided to the customers. However adequate Misc. information has been given to the customers since it is positive. Politeness is positive and maximum (+3.2) which is a good sign. Presentability and knowledge is also positive.73 | P a g e

Ludhiana Zone

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Satisfaction 2.00

3.00

4.00

5.00

Total


Mean 5.0000 21.7500 10.2500 2.5000 2.7500 3.5000 3.0000 2.0000 22.0000 7.0000 1.0000 1.0000 4.0000 1.0000 3.2308 17.4615 9.7692 4.1538 4.2308 3.6154 4.0000 3.5000 23.0000 12.0000 4.5000 4.5000 4.0000 4.5000 3.5500 19.1000 9.9500 3.7000 3.8000 3.6500 3.7000


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Std. Deviation .00000 4.71699 3.86221 1.00000 .95743 1.00000 1.15470 .a .a .a .a .a .a .a 2.00640 8.70455 2.83296 .55470 .43853 1.04391 .70711 3.53553 4.24264 1.41421 .70711 .70711 .00000 .70711 1.95946 7.59432 2.91051 1.12858 1.05631 .93330 1.08094

Eigenvalues Function 1 2 3 Eigenvalue % of Variance 6.245a 92.0 .402a 5.9 a .138 2.0 Cumulative % 92.0 98.0 100.0 Canonical Correlation .928 .535 .348


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

Canonical Discriminant Function Coefficients Function 2 .319 .039 .232 -.275 -.410 .239 .777 -5.354

1 Discomfort Payment Information Polite Courteous Knowledgable Presentable (Constant) .272 .012 -.112 .570 1.747 .959 .388 -13.753

3 -.212 .056 .192 1.989 -2.177 .298 .028 -2.506


S = - 13.753 + .272 D + .012 P - .112 I + .570 Po + 1.747 C + .959 K + .388 Pr Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.76 | P a g e

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

Canonical Discriminant Function Coefficients: Discomfort is positive(+.272). So, even executives in Ludhiana are cautious about

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

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Jalandhar Zone

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Satisfaction 2.00

3.00

4.00

5.00

Total


Mean 3.5000 21.0000 10.2500 2.5000 2.5000 3.7500 2.7500 5.0000 19.0000 8.0000 2.0000 2.0000 4.0000 5.0000 3.2143 17.1429 8.5000 3.9286 4.0000 3.7143 4.1429 5.0000 27.0000 13.0000 4.0000 4.0000 4.0000 4.0000 3.4500 18.5000 9.0500 3.5500 3.6000 3.7500 3.9000


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Std. Deviation 1.73205 4.24264 3.59398 1.00000 1.00000 1.50000 .95743 .a .a .a .a .a .a .a 1.88837 5.85540 2.79422 .73005 .55470 .82542 .77033 .a .a .a .a .a .a .a 1.79106 5.72621 2.96426 .99868 .94032 .91047 .96791

Eigenvalues Function 1 2 3 Eigenvalue % of Variance 2.796a 66.6 .758a 18.1 a .643 15.3 Cumulative % 66.6 84.7 100.0 Canonical Correlation .858 .657 .626


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

Canonical Discriminant Function Coefficients Function 2 .262 .231 .282 -2.649 2.994 -.616 .349 -8.156

1 Discomfort Payment Information Polite Courteous Knowledgable Presentable (Constant) .079 .041 -.056 -2.964 4.836 -.777 .323 -5.745

3 .206 .005 -.035 .133 -.752 .396 1.240 -4.573


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

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

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

Canonical Discriminant Function Coefficients: Discomfort is positive(+.272). So, even executives in Jalandhar are cautious about

visiting and calling the customers at odd hours. Payment methods is positive which means adequate information regarding payment methods has been provided to the customers. However, Misc. information is negative which means executives in Ludhiana lack knowledge to provide the desired information. Politeness and knowledge is negative. Courteousness and presentability is positive.81 | P a g e

Overall Analysis

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Satisfaction 2.00

3.00

4.00

5.00

Total


Mean 4.2105 18.3684 9.0000 2.0000 2.1579 2.6842 2.4737 3.6364 17.3636 5.6364 2.8182 2.7273 3.4545 3.2727 3.1552 18.1379 9.2414 4.0345 4.0172 3.8448 4.1724 3.7000 18.2000 8.1000 4.4000 4.3000 4.3000 4.5000 3.4694 18.1020 8.6735 3.5408 3.5408 3.6224 3.7755

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Std. Deviation 1.35724 7.91771 4.72582 .81650 .76472 1.24956 .84119 1.91169 5.06503 4.73862 1.32802 .90453 .82020 1.19087 1.88997 7.20489 2.85504 .74846 .57709 .83355 .59642 1.94651 7.88529 3.69534 .51640 .67495 .67495 .52705 1.82877 7.11538 3.71615 1.18555 1.03713 1.03062 1.01057

Eigenvalues Function 1 2 3 Eigenvalue % of Variance 2.442a 93.3 a .156 6.0 a .019 .7 Cumulative % 93.3 99.3 100.0 Canonical Correlation .842 .368 .138


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

Canonical Discriminant Function Coefficients Function 2 -.028 .075 .227 -.414 .842 -.644 -.110 -2.010

Discomfort Payment Information Polite Courteous Knowledgable Presentable (Constant)

1 -.087 -.008 .005 .394 .645 .297 .706 -7.014

3 .539 -.023 .066 -.152 .147 .579 -.134 -3.592


S = - 7.014 - .087 D - .008 P + .005 I + .394 Po + 0.645 C + .297 K + .706 Pr Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive.

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

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

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Fishbone Analysis A Problem-Analysis ToolThe above two analysis using the Bar graphs and SPSS is a practical analysis. But to basically know the lags in the Welcome Visits, we need to go into the intricacies of the various processes in the Human Resources which are lagging because of which the customer satisfaction from the Welcome Visits is low.

What is a Fishbone diagram?Dr. Kaoru Ishikawa, a Japanese quality control statistician, invented the fishbone diagram in the 1960s. Therefore, it may be referred to as the Ishikawa diagram. Ishikawa in the process became one of the founding fathers of modern management. The fishbone diagram is an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects. Because of the function of the fishbone diagram, it may be referred to as a cause-and-effect diagram. The design of the diagram looks much like the skeleton of a fish. Therefore, it is often referred to as the fishbone diagram.

When should a fishbone diagram be used? Need to study a problem/issue to determine the root cause? Want to study all the possible reasons why a process is beginning to have difficulties, problems, or breakdowns? Want to study why a process is not performing properly or producing the desired results?

How is a fishbone diagram constructed?Basic Steps: 1. Draw the fishbone diagram.... 2. Label each ""bone" of the "fish". The major categories typically utilized are:86 | P a g e

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

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Fishbone Analysis- Low CSMM Scores

Measureme nt

Materi als

No Audit been conducted

No Structured Induction Training Program available

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Poor Executives Scenario Faulty Recruitment process Executives Poor job knowledge

No Induction for new joinees

High attrition No Refresher Training Since Last 6Lack Basic Skills Manpower

No structured Training ProgrammeMethod s

Findings from the Fish Bone Analysis Material: No Structured InductionTraining Programme for new joinees :- Induction Training Programme is an important process for bringing staff into an organisation. It provides an introduction to the working environment and the set-up of the employee within the89 | P a g e

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

Methods:- The following methods or processes relating to the Welcome Visits arefaulty and needs modification:-

Faulty Recruitment Process:- No proper recruitment process is currently followed. Following is the current Recruitment process:There is no involvement of the Welcome Visit team in the recruitment process which is really essential to select a right job fit candidate. No Refresher Training:- Refresher Training is a short term course aimed at recalling and reinforcement of previously acquired knowledge and skills and also updating knowledge according to the current scenario.90 | P a g e

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

Manpower:-

Poor Executives Scenario :- Following is the information relating to their age on the job, work experience, educational background, etc. Age on Job

16% 0-6 Months 25%

59%

6-12 Months >12 months

Work Experience

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

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Eduactional Qualification

12% Post Graduates

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

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

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Recommendations

New Recruitment Process :Currently the interview is conducted just by the HR department, however it is recommended that the Welcome Visit team should also be a part of the recruitment process because they are in a better position to recruit an Executive as they know the job needs of an Executive better. So, all this would help the organization to select a right job fit Welcome Visit Executive.

3 days Training Programme/ Induction Training programme:1st Day: Job Knowledge should be given to the executives on the first day. A detailed explanation of the various bill plans, schemes, modes of payment etc. should be given to them. Airtel product-Help Book should be explained to them. The Airtel executives should fill the Job Knowledge Questionnaire towards the start and end of the program which would reflect the level of knowledge gained and it will also give an overview of the effectiveness of the program.It is explained further in detail. Note:- While imparting training to the executives on job knowledge following lacking areas of each zone should be kept in mind by the trainer so that t

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