Importance of Project Udaan - mptender.bsnl.co.in
Transcript of Importance of Project Udaan - mptender.bsnl.co.in
For internal circulation of BSNL only
E2-E3
CONSUMER FIXED ACCESS
Project Udaan and Dosti
For internal circulation of BSNL only
WELCOME
• This is a presentation for the E2-E3 Consumer
Fixed Access Module for the Topic: Project
Udaan and Dosti.
• Eligibility: Those who have got the Upgradation
from E2 to E3.
• This presentation is last updated on 15-3-2011.
• You can also visit the Digital library of BSNL to
see this topic.
For internal circulation of BSNL only
Introduction
PSTN or landline service continues to serve the
people across the world, though its significance is
getting diluted in wake of the growth of mobile
services. Lot of improvements have happened in
PSTN since its invention. Landline services
contributed the most to overall revenue of
Incumbent players, which day by day is eroding,
threatening the survival of such operators.
For internal circulation of BSNL only
Introduction
Although in declining phase, landline still has
wide reach and acceptability in the market.
Moreover with the introduction of VAS on
landline it has promising potential for many
more years. This handout dwells upon the
strategy adopted by BSNL for strengthening
its landline business.
For internal circulation of BSNL only
Lesson Objective
Understand the need for special attention
towards Landline service.
Know the BSNL‟s strategy :-Project Udaan &
Dosti.
To understand and be able to contribute towards
success of Project Udaan & Dosti.
For internal circulation of BSNL only
Recent TRAI report (Apr-June 09)
Share of Broadband subscription in total
Internet subscription increased from 46%
in Mar-09 to 47% in June-09. 86.66% of
the Broadband subscribers are using
Digital Subscriber Line (DSL)
technology.
For internal circulation of BSNL only
Recent TRAI report (Apr-June 09)
ARPU for dialup Internet usage increased
by 2.97% from Rs.236.47 in QE March
2009 to Rs 243.50 for the quarter ending
June 2009
Rural Wireline subscription has been
declining at a faster rate than Urban
subscription, leading to decline in the
share of Rural subscription
For internal circulation of BSNL only
Recent landline growth trend
Service
Provid
er
Mar-09 Jun-
09
Net
Addition
s
Rate of
growth
Market
share-
Mar-09
Market
share-
Jun-09
BSNL 29.35 28.79 -0.55 -1.9% 77.30% 76.73%
MTNL 3.57 3.55 -0.02 -0.6% 9.41% 9.46%
Bharti 2.73 2.83 0.10 3.7% 7.18% 7.54%
Relianc
e
1.11 1.13 0.02 2.0% 2.92% 3.01%
Tata 0.92 0.95 0.03 3.7% 2.42% 2.54%
HFCL 0.16 0.16 0.00 0.2% 0.43% 0.43%
For internal circulation of BSNL only
BSNL Landline status
Year #Landline
customers
Landline
revenue
#Mobile
customers
Mobile
revenue
March
09
2.93 crore 9173
crore
4.67 crore 9828
crore
March
01
2.81 crore 22630
crore
- -
For internal circulation of BSNL only
Key issues identified for poor
Performance
Present approach of service delivery – not
customer centric
No proactive effort to capture potential
customers
At the time of booking the feasibility status
not informed to customer
No clear demarcation between feasible and
non feasible cases
For internal circulation of BSNL only
Key issues identified for poor
Performance
In case of non-feasible cases, process for refund
of registration charges cumbersome
Lack of effective monitoring of provisioning
process leading to delays
Cables team not a part of provisioning process
For internal circulation of BSNL only
Key issues identified for poor
performance
No accountability/ responsibility assigned to
Cables team to make the connection feasible
No record maintained of the non- feasible cases
not booked/ cancelled due to
non-feasibility
No monitoring of stage wise/ process wise time
taken
Targets for individual process/ activity not fixed
and not monitored
For internal circulation of BSNL only
Voice of the customer?
Keeping to performance as promised
To improve the speed of the service, they took too long.
They didn’t install what I originally ordered and therefore I had to buy myself a modem which incurred more costs
I want BSNL to fix my issue quickly and meet the commitment you made without me having to prompt and chase.
I expect BSNL to advise the tariff plan suitable to my needs
Tell me if this is a known fault or you have prior knowledge of an issue.
I think they should have noticed the fault
before I had to report it. They should have
the line supervised at all times, so when
there is a fault they can contact us. But
normally I have to contact them
If the networking team observe a problem with the link they should inform us what went wrong
BSNL should pro-actively keep me informed of all progress.
Respond to my request and meet timeframes
They said they were looking into it but they weren’t
I want BSNL to capture All the necessary order information first time and to confirm the order and then install
For internal circulation of BSNL only
Objectives of Project Udaan
Customer segmentation: Create discrete
segments of customers based on their usage
profile & understand the key requirements &
issues
Product / pricing design & concept testing:
Create pricing / product innovations to
address specific requirements of each of the
customer segments identified
Sales force design: Put in place the structure
of retail sales force, associated sales
processes, incentive scheme for fixed access
services retail sales
For internal circulation of BSNL only
Objectives of Project Udaan
Customer service processes: Improve &
Implement key processes for various channels of
customer service (e.g. CSC‟s, call centres,
broadband helpdesk etc.)
Service delivery & service assurance processes:
Create a dedicated team to identify and resolve
issues, along with the associated interfaces to
sales and customer service.
For internal circulation of BSNL only
Udaan approach
Proactive ways introduced for capturing
potential customers
Introduction of BSNL Sales teams
Feasibility check done before collecting
documents and registration fees.
The feasibility status informed to the customer
invariably.
For internal circulation of BSNL only
Udaan approach
The record of non-feasible requests which
could not materialize, maintained with Cables
team.
Apart from the normal channels of monitoring,
separate SDSA team members help in
monitoring and resolving the issues between
Sales and Outdoor teams.
For internal circulation of BSNL only
Pre Udaan
1.No detailed data base for leads received at BB /
Call Centre /SMS / website.
2.No structured process to capture leads and
contact potential subscribers at their door step
3.No mechanism to follow-up and track status of
leads
4.Status of feasibility unknown at the time of
booking a connection.
5.Monitoring system, Admn. report by Team
Leaders - not available.
6.All customers receive a physical copy of bill by
default
For internal circulation of BSNL only
Post Udaan
1. Consolidated database for leads from all Channels
2.Interfaces between customer service, sales and
network operations defined
3.Web based IT Tool allows capture and tracking the
status of leads
4. Feasibility verified prior to OB generation
5.End-to-end tracking of leads from origination to
provisioning of a connection is now possible
6.Provide the customer with option to opt for e-bill
(under evaluation)
For internal circulation of BSNL only
Udaan Team
Product, Pricing & Analytics team
Team Leader:
• 4 – JTOs / SDEs / TTA
•Segment customers, size and identify issues
•Collect & analyze data•Define & implement new product features, pricing plans, value added services
Sales & alliances
Team
Customer service
team
Team Leader:
• 10-12 existing call center employees
• 10-12 CSC employees
•Define CS strategy –role & process at call centers / CSC
• Identify & implement CS initiatives
SD / SA (Network
operations) team
Team Leader:
• Team of JTOs / SDEs / TTA & group C/D employees
•Define & implement initiatives:– To efficiently
deliver services– To resolve
customer complaints faster
SSA HEAD
Team Leader:
• Mix of JTOs / SDEs / TTA & group C/D employees
•Define sales strategy•Direct selling to current & potential customers
•Manage other channels•Alliances with PC vendors, builders, bulk sales etc
•Promotional activities
For internal circulation of BSNL only
Interaction map
Customers
Customer channels
Service Delivery /
Service Assurance
(Network Operations)
Team
CSC
BB call
centre
CO
SMS
Sales Team
Leads &
disconnection
requests
Connection
requests
Ensure
delivery
Website
LL call
centre
Delivery acceptance Technical acceptance
For internal circulation of BSNL only
Interactions among team members
Head Sales Head SD-SA
Project Manager
SSA Head
Sales Team
Leader
… … ... ... ...
Sales associates
DE
JTO (od)
SDE
… … ... ... ...
Line Man
SD-SA
SDE/JTO
Send requests, work orders
Update on completed requests
• Facilitate resolution of roadblocks
• Review performance
Dedicated for monitoring
timely execution of OBs
Directly get feasibility check
done
Discuss and resolve issues
For internal circulation of BSNL only
Process changes
Activity Key changes in current process
Learn General / technical & tariff
enquiries
Deliver product / plan brief to customer & route
lead to sales for follow up
Get New connection request Route customer leads from call centre, BB
helpdesk, SMS and online to sales
Fix/Change Check status of complaint /
connection request
Provide up-to-date status to customers on
queries / new connections / complaints
Connection not working Capture nature of complaint and route to
relevant SD / SA team
Change of plan Route to sales or SD / SA based on new or
legacy customer respectively
Pay
Stay Disconnection request Understand reason for disconnection and
escalate to sales team
Change of location Route to relevant sales team lead
For internal circulation of BSNL only
Concluding Remarks on Project Udaan
The success of Project Udaan lies on each
one of us. We must realize that at present
BSNL is the market leader in Fixed Access
with over 75% market share and Fixed
Access contributes to 46% of the
operational costs.
For internal circulation of BSNL only
Concluding Remarks on Project Udaan
With ever increasing usage of internet and
massive Copper network of BSNL, only push
selling approach is required. Unless we expand
our wired broadband market now we may face
stiff challenge when wireless broadband
becomes fully operational with all its might.
For internal circulation of BSNL only
Your reimbursements
Role Reimbursement type ( travel,
meal, mobile)
Reimbursement
amount / month
Sales Associate Travel(Rs 1 000) & meal (Rs400)
Mobile (Rs.500 for non executive,
if not already provided)
Rs.1400 + Rs.500
Sales Team
Leader
Travel, meal Rs.1,400
Base reimbursement to be given only if Sales
Associate & Sales Team Leaders achieve minimum
of 10 connections in the month (for the SalesTeam
Leaders, it is average achievement of team objective
For internal circulation of BSNL only
Project Dosti
The overall objective of Project Dosti is to reduce
decline in BSNL‟s PCO business by reducing
churn of existing PCO operators and innovating
of PCO business model to generate new revenue
sources (both for BSNL and PCO owner).
Increase PCO connections through reduction in
churn & sale of new connections
Facilitate sale of „Broad-Band Enabled‟ services
model to existing and new PCO‟s
3.Convert PCOs to sell full spectrum of BSNL
products & services
For internal circulation of BSNL only
Project Dosti
Key activities
• In-depth analysis to identify key issues faced by
PCO subscribers
- Market Research and group discussions with
PCO owners
- Interviews conducted with dealers/DSA‟s of
various telecom providers
- Interviews conducted with in-house sales force of
competitors and BSNL staff
For internal circulation of BSNL only
Project Dosti
Key activities
• Action plan developed to increase sales and
reduce churn
1. Improve management of DSA channel
2. Improve customer service and pricing
• Plan developed to facilitate sale of „Broad-Band
Enabled‟ services model
1.Central team to create tie ups with banks,
vendors
2.Marketing support team to help create
awareness
For internal circulation of BSNL only
Project Dosti
Today‟s PCO business with a lot of operators now
in PCO business, the competition is really cut
throat.
The service providers are trying to lure away the
prospective/existing PCO owners to keep their
brands. Commission, call cost, service quality and
care of the service provider.
While most service providers want that the PCO
owners should become “one stop solution
provider” of their products, the PCO owners are
always interested in more profits.
For internal circulation of BSNL only
Project Dosti
With almost identical services and Tariffs,
incremental innovation has become the deciding
factor. It may be remembered that sometimes
some unethical practices are also adopted by a
few PCO owners which result in non realization of
billed amounts. So this aspect has to be
particularly taken care by the service providers.
For internal circulation of BSNL only
Project Dosti
The PCOs in BSNL
BSNL is today offering following types of
PCOs :-
Conventional Landline PCOs (manned)
CCB PCOs
WLL or CDMA PCOs
FLPP PCOs
IN PCOs
GSM PCOs
For internal circulation of BSNL only
Project Dosti
Improvement of after sales/servicing facilities to
these PCO owners
Awareness creation about new schemes to these
PCO owners through direct contacts, pamphlets etc.
Competitive product and pricing
Enhance sale of broadband enabled products
through strategic tie ups
Better DSA channel management
Push sale of all products through PCOs
For internal circulation of BSNL only
Project Dosti
Continuous monitoring of performance of PCOs
Launch of innovative ideas
Attractive commission structure
Flexible bill payment but strict realization of
outstanding amounts
Prominent display of glow sign boards towards
increased visibility of brand
Loyalty schemes
Faster provisioning
Efficient complaint handling
For internal circulation of BSNL only
Project Dosti
What needs to be done?
As is evident from above, BSNL is providing all
types of PCOs. Despite this, its market share is about
30%.
The reason is that we never used to consider the
PCO owners our business partners. There was no
mechanism of any official feedback from them.
The initial registration cost is a bottleneck and
paper formalities so cumbersome that the
prospective customers almost run away.
For internal circulation of BSNL only
Project Dosti
The after sales service & marketing initiatives about
new schemes leave enough scope for improvement.
But, with a tele-density of over 40, the PCO business
is almost getting saturated. The thrust areas, which
Project Dosti is focusing are:
Frequent meetings with existing PCO owners to
enhance their comfort level
Conducting interviews with PCO owners of other
providers to gauge their expectations
For internal circulation of BSNL only