Team 2 - Final Project Presentation

8/9/2019 Team 2 - Final Project Presentation

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Evolution of CRM practices and systemsin the Indian Cellular Telecom Industry

Team 2

Avnish Kamal Kshatriya

Kavitha Narayanan

Kingshuk Biswas

Siva Subramanian M.C

Vivek M Dipali


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The Indian Telecom Industry

One of the fastest growing cellular

markets in the world in terms ofnumber of subscriber additions

19.35 million in 3 months (April to

June 2007)

Expected to reach total subscriber

base of about 500 million by 2010 (i.e.,

more than one phone for every

household)

Annual growth rate of the telecom

subscribers 47 percent (200607)

More GSM subscribers than fixed-line

subscribers

Indian Telecom Industry Facts

Total telecom subscribers 225.21

million (June 2007)

Tele density 19.86 percent (June

2007)

Number of new mobile subscribers

added every month 7.34 million

(June 2007)

ARPU for GSM USD 6.6 per month

Telecom equipment market USD

17,100 million (200607)

Handset market USD 4,750 million

(200607)


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Drivers of growth

Structural Reforms to Accelerate Economic Growth

Proactive Policies: Key to Future Growth

Cellular Subscribers and Revenues for Robust Growth


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Key Trends in Telecom Industry

Landscape Higher acceptance for wireless services.

Shift from Supply-side economics to demand-side economics.

Built-up of overcapacities.

Lower barriers to entry (especially foreign players)

Attractive offers - higher customer switching Telecom based commerce & messaging (banking, trading,

SMS etc)

Convergence of technologies.

Rise in customer expectations: price, performance, networkcoverage

Strategic partnerships for higher share in value-chain Evolution of packaged CRM application vendors and system

integrators

Evolution of business intelligence & analytics due to nextgeneration data processing and handling capabilities


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Challenges in Telecom Industry Unprecedented business challenges as a result of industry

consolidation and technology convergence.

Increased competition - Lower prices.

Demand for enhanced customer experience. High rate of customer churn.

Saturated markets leave little room to maneuver, debts stiflecapital investment, and rolling out new services is oftenprohibitively expensive.

But delivering on new strategic goals profitability, lowerchurn, higher customer satisfaction, reduced costs, andcompetitive edge is a must.


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Business Drivers for CRM

implementation in Telecom Industry CRM implementation provides a single-view of customers.

High operating leverage.

Relatively lower switching costs for customers.

Approximately 50% of customers are profit-drains. CRM implementation could help differentiate the quality of

services provided.

Price wars.

Marketing function could use existing information within

CRM. Fierce competition within telecom industry.

Infrastructure allocations made by government


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Existing CRM Practices in Telecom

Industry

Existing CRM applications provide communications serviceprovidersincluding local, long-distance, broadband, cable, satellite,

wireless, Internet, and media content providerswith comprehensivefamily of multichannel modules that enable them to create a singlesource of customer information that makes it easier to sell to, marketto and service customers across multiple channels, including web,call centres, field sales etc


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Existing CRM Practices in Telecom

Industry - Modules Web Module

E-Mail Response Module

Call Centre Module

Account Management Module

Profiles Module Agreement and Entitlement Module

Assets Module

Billing Module

Sales Module

Field Service Module Marketing Module

Partner Relationship Management (PRM) Module


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Prevalent packaged CRM Solutions

Siebel e-Communications Business application is the mostcomprehensiveCRM solution available in the market.

Other solutions being used by this industry include Clarify, Vantive,SAP etc.

A few service providers who have developed their own CRMsolution coupling it tightly with their other systems.


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CRM Permeates across

Organizational Operations Information systems (IS) personnel are charged with the primary

responsibility for technological improvements associated with otherfunctional areas, such as sales, marketing, customer service, orgeneral management.

IS professionals recognize the need for the IS department to workin harmony with the diverse organizational units involved inimplementation.

Inter-functional cooperation is critical to achieve effective CRM

solutions.

Pursue common goal ofCRM Implementation.


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Implementing CRM, Successfully.There are five specific steps that can make the biggest impacton CRM success

Step 1: Use CRM to Clarify and Communication BusinessGoals

Step 2: Integrate CRM Tools into Communication Systems

Step 3: Offer Routine Training on CRM Software

Step 4: Leverage Hosted CRM Tools for ImprovedWork/Life Fit

Step 5: Benchmark CRM Success


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Recommendations

Casinos

Harrah's "Total Rewards" loyalty program entitles members to entertainment, food and

hotel vouchers. In return, the casino operator is able to collect those customers'

spending and usage patterns and combine them with demographic information to

identify its valuable customers.

RetailOnline chat can help motivate customers to use a Web site. They know someone will be

there to help if they have problems.

BankingDon't bulldoze people into Web-based self-service. Instead of charging a fee for using a

call centre, a more gentle approach is to disconnect its toll-free number.

Airlines

Airline reservation systems are at least as complex as telco back offices. Yet that industry

has managed to section off Sabre so that customers have access to flight information

without having to go into the guts of the system.

Financial ServicesImplement CRM systems incrementally. American Express deployed its CRM strategy for

under $1 million, rolling it out in a few key markets first.

The telecom industry can learn from other industries with regard to

CRM practices.


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Thank You!

Documents

Team 2 - Final Project Presentation