Orascom Telecom Bangladesh Limited.
Chapter One 1.0 Introduction This report is prepared on Customer Relationship Management (CRM) of Banglalink named as Banglalink Carelines. It is a very important part of Customer care. Attempts have been made to evaluate the Banglalink Carelines. 1.1 Origin of the Report The Internship Program is essential for the overall MBA program at the department of Management Information System, University of Dhaka. This report is a partial requirement of the Internship Program. Assigned by the institutional supervisor, this report is prepared for the internship. 1.2 Background of the Report During the early 1990s, the telecom sector in Bangladesh was severely underdeveloped when the market was monopolized by the state-owned operator, BTTB (Bangladesh Telegraph and Telephone Board). BTTB provided only fixed-line telephony services, which was heavily skewed in the urban areas, as opposed to being available to the large percentile of the rural population. This unequal distribution of services was the basis of opportunity for the mobile operators. The granting of a paging service license to Bangladesh Telecom Authority in 1989 paved the way for mobile service in Bangladesh. Pacific Bangladesh Telecom Limited (PBTL) with CDMA technology was first granted the operating license as mobile phone operator in 1993, and was joined later by three other GSM mobile operators, namely, Grameen Phone, Aktel and Sheba (now BanglaLink) in 1996, 1997 and 1998 respectively. And recently Warid telecom Ltd the newest player in the industry which is owned and run by Dhabi Group of UAE has entered in the market but can’t play any significant role in the competitive market.
Some operators have been seeing their subscriber base increase exponentially while others are wistfully watching theirs decrease. In view of these, Banglalinkgsm has decided to launch a customer increasing plan for its loyal and dedicated subscriber base. This report has therefore found it quite challenging to be involved in work from which the company can benefit. Through this report attempts have to find out the effectiveness of customer Relationship Management through MIS system in Banglalink Carelines. Through report’s findings and analyses it would be easier for the company to take decisions concerning areas that require reshape or development in terms of Customer Relationship. 1.3 Objective of the Report The broad and overall objective of this report is to find out the effectiveness of Customer Relationship Management through different softwares. This report aims to achieve the following specific objectives: •
To extensively describe Banglalink as an organization providing cellular phone service in Bangladesh, its products and services.
•
To identify the reasons behind its success, do SWOT and situational analysis.
•
To analyze the Customer Relationship management System through Carelines of Banglalink
•
To evaluate the performance of
Management Information System of banglalink
Carelines 1.4 Scope of the study: This report renders a close analytical look at the telecommunication sector of Bangladesh with a focus on Banglalink Carelines, in addition to its growth and development since inception. The report is written from the point of view of Banglalink Carelines, as it is expected to augment the market intelligence and knowledge base of the market research and development department of the company. 1.5 Methodologies Both primary and secondary data analysis were selected as the basic research method. In addition, everyday interaction with the employees of the company has proved to be an extremely effective source and method of retrieving information. 1.5.1 Primary Data Collection The primary data has been collected from banglalink employees.
1.5.2 Secondary Data Collection Certain data for this report has been extracted from secondary sources, since the descriptive nature of the study to prepare this report calls for existing facts and information compilation. Their official web sites, reports done on the telecommunication sectors and information obtained from the Internet, augmented this report further. Chapter Two Company Overview 2.0 Organization Overview 2.1 The Company Sheba Telecom (Pvt) Limited has changed its name as Orascom Telecom Bangladesh Limited. Sheba, the third mobile operator, had been providing GSM (Global Service of Mobile) services in Bangladesh since 1998. Orascom Telecom, a subsidiary of Orascom Telecom Holdings, bought 100 percent share of Sheba Telecom in 2004 and started its Operation
with
new
brand name -
Banglalink
After its inception in Bangladesh market, the Egypt based brand had taken massive tariff reduction strategy to grab significant share of the market. By the end of 2007, the company among the six operators has become the second largest market player in terms of subscriber acquisition. Grameenphone is the leading operator. According to Bangladesh Telecommunication and Regulatory Commission (BTRC), Banglalink's total subscriber reached 7.88 million by the end of February 2008. Grameenphone's subscribers reached 17.20 million by the end of February. When banglalink entered the Bangladesh telecom industry in February 2005, the scenario changed overnight with mobile telephony becoming an extremely useful and affordable communication tool for
people
across
all
segments.
Within one year of operation, banglalink became the fastest growing mobile operator of the country with a growth rate of 257%. This milestone was achieved with innovative and attractive products and services targeting the different market segments; aggressive improvement of network quality and dedicated customer care; and effective communication that emotionally connected customers
with
banglalink.
2.2. Who is Behind Banglalink? ORASCOM TELECOM is one of the most dynamic telecommunications powerhouses in the world. Orascom is based in Egypt and has operations in 7 countries worldwide. Established in 1998, it is today the largest capitalized company on the Cairo & Alexandria Stock Exchanges with over 79 million subscribers worldwide. It has grown to be one of the largest and most diversified GSM network operators in the Middle East, Africa and Asia. 2.3. The Company History Banglalink is the second largest cellular service provider in Bangladesh after Grameenphone. As of August, 2008, banglalink has a subscriber base of more than 10 million. It is a wholly owned subsidiary of Orascom Telecom. Banglalink had 1.03 million connections until December, 2005. The number of Banglalink users increased by more than 253 per cent and stood at 3.64 million at the end of 2006, making it the fastest growing operator in the world of that year. In August, 2006, Banglalink became the first company to provide free incoming calls from BTTB for both postpaid and prepaid connections. Sheba Telecom (Pvt.) Ltd. was granted license in 1989 to operate in the rural areas of 199 upazilas and later they were also allowed to extend to cellular mobile radio-telephone services. In July, 2004, it was reported that Orascom Telecom is set to purchase through a hush-hush deal the Malaysian stakes in Sheba Telecom, as it had failed to tap the business potentials in Bangladesh mainly due to a chronic feud between its Malaysian and Bangladeshi partners. An agreement was reached with Orascom worth $25 million was finalized in secret. The pact has been kept secret for legal reasons, considering financial fallout and because of the feud. The main reason for the undercover dealing was because the existing joint venture agreement between the Bangladeshi and the Malaysian partners dictates that if any party sells its Sheba shares, the other party will enjoy the first right to buy that. Integrated Services Ltd (ISL), the Bangladeshi partner, was being 'officially' shown as purchasing the shares held by Technology Resources Industries (TRI) of Malaysia for $15 million. ISL then paid another $10 million to Standard Chartered Bank to settle Sheba's liabilities. Sheba had a base 59,000 users, of whom 49,000 were regular when it was sold. In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba Telecom (Pvt.) Limited (“Sheba�). It was acquired for US$ 60 million and re-branded and launched its services
under “banglalink” in February, 2005. Banglalink’s license is a nationwide 15-year GSM license and will expire in November, 2011. 2.4 Mission, Vision, Goals and Strategies of Banglalink 2.4.1 Mission of Banglalink Banglalink mission statement is “To be the most successful cellular, paging and other wireless service provider in Bangladesh by virtue of having greater operating expertise.” This mission statement puts into perspective a few points regarding Banglalink. Their inherent emphasis is on quality, not cheapness of service. The first priority is to provide a high-end service that can be used for both commercial and personal use. 2.4.2 Vision of Banglalink The vision of the company is “Making a difference.” It may be noted that there is an emphasis on strong customer relations. This is important to Banglalink especially as, until recently, they positioned their packages as high-end packages. This means that they need to promote their packages especially to corporate and business users. Such customers will require strong support for brand loyalty to develop. 2.4.4 Goals of Banglalink: The current strategic goal of the company is to occupy a unique position in Bangladesh in the telecom sector. One way to achieve this is to develop a strong subscriber base to be able to penetrate in the markets with other attractive products. The ways to ensure a strong subscriber base is to: •
Meet customer requirements
•
Establish technological leadership trough choice of appropriate technology
•
Establish service leadership through quality manpower
•
Raise the footprint of cellular coverage
•
Increase the customer base
2.5
Organizational Structure of Banglalink
Sr. MG
CEO & MD
Asst MG CFO
CCD Director
HR & Admin Director
HO PMO & Supply Chain
Sr. MG
Sr. MG
Sr. MG
Sr. MG
Asst MG
Asst MG
Asst MG
Asst MG
Asst MG
Sr Ex
Sr Ex
Sr Ex
Sr Ex
Sr Ex
Sr Ex
Ex
Ex
Ex
Ex
Ex
Ex
CTO
CCO
Sales Director
Sr. MG
Sr. MG
Asst MG Sr Ex
Ex
2.5.1 Sales & Marketing As the name implies, this division’s job is to conduct marketing promotion for Banglalink. The job of its employees is to maintain a good distribution channel relationship, media, and corporate clients. This division also deals with value added services, brand and product design. In the Sales Division there are Channel Sales, Corporate Sales and Direct Sales. In the Marketing Division, there are Market Communications, Brand, VAS, Product Development & Backbone Departments. The Sales Director is the Chief Marketing Officer of this Sales & Marketing Division. 2.5.2 Customer Service Operation, Billing and IT:
This department deals with customer after the sale occurs. Main activities of this department includes maintaining a database of the customers, preparing, distributing, and collecting the bills, activating new connections, deactivating connections, helpline service and so on. This department is divided into two divisions: 1. Billing & IT and 2. Service Delivery 2.5.3 Finance and Commercial This department is responsible for all the funds collected are used and controlled for the maximum benefit of the company. This department is also responsible for the budgeting which takes place once a year for the next three years. 2.5.4 Engineering This department is responsible for the setting up and maintenance of the heavy equipment and the major telecom channels required for providing services to customers. This department is divided into 7 divisions. They are Switch, Central Base station, Microwave; Radio Frequency, Base Transceiver Station, Power, Planning and Development. 2.5.5 Accounts This department is responsible for collecting direct cash or check or charging credit cards from the customers who are paying for the service and equipment. 2.5.6 Administration and Human Resource As the name implies, this department has three major divisions. The Administration division is responsible for Contract, Legal and Protocol & Government affairs. The Purchase & General Maintenances is responsible for Purchase & Support and Estate & Properties, Maintenance & general security. The Human Resource department is responsible for procuring future employees according. This department is also responsible for maintaining the database of all employees, leaves, attendance, health care and related fields of employees. 2.5.7 Functional Level Strategy Banglalink focus is on efficiency, quality, innovation, and customer responsiveness. Banglalink’s functional level strategy deeply concentrates on being customer responsive. It wants to grow its business by providing superior customer service to the customers. And for that, as already stated, Banglalink has about 350 member customer service team working for them 24 hours a day, on the Helpline or the front desk 7 days a week. Not only that, but Banglalink has introduced a slogan saying, “Making a difference�. The strategy suits the company since care is what they strive to provide, especially in the face of competition such as GrameenPhone, Aktel, Citycell and Warid. 2.5.8 Global strategy
Banglalink have wide range of Global strategies as it is growing very rapidly. Banglalink introduced International FnF in Bangladesh with Italy’s Wind operator. 2.6 SWOT Analysis of Banglalink SWOT stands for Strength, Weakness, Opportunity, and Threat. This is a very important tool for a company to analyze its internal and external environment. 2.6.1 Strengths Capital: Banglalink has a huge amount of capital. As mentioned before OTH, which is a wellestablished MNC, owned 100% shares of Sheba, and it was never required to borrow from banks or investors. Competitive tariff structure: Price is a huge competitive advantage for Banglalink. Especially various bonus offers provide a leadership position in Telecom Industry. Low Cost: Banglalink follows low cost strategies that enable a greater profit
margin for
shareholders. It tries to cut cost in every possible way to maximize the strengths for future battle. Centralization: Banglalink is a centralized organization that helps in easier coordination of business behavior Dedicated & professional management team: Dedicated core staff, willing to provide significant labor hours to accomplish targets. 2.6.2 Weaknesses: Poor Network service: The network condition of Banglalink is not good at quality. Customers have to face different types of difficulties in rural areas and sometimes in town. 2.6.3 Opportunities Secured data transfer: Secured data transfer means Banglalink has the potential to be the leading player once more. Overseas expansion plan: The growing need for across border telecom services at lesser cost (e.g. with neighboring India, Burma, then onto Thailand, etc) can be an opportunity for Banglalink.
2.6.4 Threats: Legal problems: Tough legislation against easy expansion into regional and international markets bypassing the state owned BTTB. Newly imposed tax: In the fiscal budget proposed last year, the government imposed a Tk.1, 200 taxes on each and every SIM/RUIM card which would hurt the regional expansion plans, increase customer base in the lower segment and the profit motive for every operator including Banglalink. Chapter Three Information System and Networking
infrastructure of Banglalink
3.0. Information System and Networking infrastructure of Banglalink 3.1. Establishing Information Requirements: The most challenging task of the systems analyst is to define the specific information requirements that must be met by the system solution selected. At the most basic level, the information requirements involve identifying who needs what information, where, when, and how. Requirements analysis carefully defines the objectives of system and develops a detailed description of the functions that the system must perform. Faulty requirements analysis is a leading cause of systems failure and high systems development costs. So we must be careful about the information requirements.
Framework of Information Flow Empowe rment Shared Accountab ility Shared Responsib ility Collaborativ e Commun icatio n
People
Open System Internet
Workin g to a Single Forecast
Applicatio n Dev elopment Methods Secure Co mmu nication
Plan nin g Information Sh aring
Common Measures
Technology
Process
18
e
3.2. GSM Radio Channel Structure This diagram shows that the GSM system uses a single type of radio channel. Each radio channel in the GSM system has a frequency bandwidth of 200 kHz and a data transmission rate of approximately 270 kbps. This example shows that each radio communication channel is divided into 8 time slots (0 through 7). This diagram shows that a simultaneous two-way voice communication session requires at least one radio channel communicates from the base station to the mobile station (called the forward channel) and one channel communicates from the mobile station to the base station (called the reverse channel). This example also shows that some of the radio channel capacity is used to transfer voice (traffic) information and some of the radio channel capacity is used to transfer control messages.
3.3. Fast Associated Control Channel (FACCH) Signaling This figure shows that GSM FACCH signaling replaces (steals) speech frames and replaces them with control information. These example shows the FACCH messages is divided and transmitted over 8 sequential channel bursts and that the speech information that would normally be transmitted is discarded. When received, the FACCH message is reassembled into its original message structure.
Mobile
Network
This above figure shows a simplified functional diagram of a mobile network. This diagram shows that the mobile system is composed of 3 key parts; the user equipment (UE), radio access network (RAN) and a core interconnecting network (CN). The UE is divided into 2 parts, the mobile equipment (ME) and the subscriber identity module (SIM) card. The RAN is composed of base stations and base station controllers (BSCs). This example shows that the BSCs connect voice calls to mobile switching centers (MSCs) and connects data sessions to packet data service nodes (PDSNs). The core network is basically divided into circuit switched (primarily voice) and packet switched (primarily data) parts. The core network circuit switch parts contain the serving MSC (SMSC) and a gateway MSC (GMSC). The serving SMSC connects to the RAN system and the gateway GMSC connects to the public telephone network. The core network packet switched parts
contain the serving general packet radio service (GPRS) support node (SGSN) and a gateway GPRS service node (GGSN). The SGSN connects to the RAN system and the GGSN connects to data networks such as the Internet.
3.4. Subscriber Identity Module (SIM) Card This figure shows a block diagram of a SIM. This diagram shows that SIM cards have 8 electrical contacts. This allows for power to be applied to the electronic circuits inside the card and for data to be sent to and from the card. The card contains a microprocessor that is used to store and retrieve data. Identification information is stored in the cards protected memory that is not accessible by the customer. Additional memory is included to allow features or other information such as short messages to be stored on the card.
3.5. TCP/IP Protocol This diagram shows how transaction control protocol (TCP) operates to reliably send data through a packet network. This diagram shows that the TCP system receives the data from a specific communication port (port number). The TCP system then packetizes (divides) the sender's data into smaller packets of data (maximum 1500 bytes). Each of these packets starts with an IP header that contains the destination address of the packet. The TCP system then adds a second header (the TCP control header) that includes a sequence number along with other flow control information. The packets are sent through the system where they may be received at different time periods. The sequence numbers can be used to reorder the packets. The TCP protocol also includes a window size that indicates to the receiving device how many packets it can receive before it must acknowledge their receipt. This window defines how much data the sending device must keep in temporary memory to enable the retransmission of a packet in the event that a packet is lost in transmission. If a packet is lost, the receiving device requests the transmitting device to re-send the packet with a specific sequence number.
3.6. General Packet Radio Service (GPRS) This figure shows some of the key GPRS network elements that include a gateway GPRS support node (GGSN), a serving GPRS support node (SGSN) and a GPRS backbone network (the Internet in this example.) This example shows that the GPRS system adds dynamic time slot control to the standard GSM radio system. To provide packet data service, the GPRS system, the SGSN provides the processes of switching and access control that is similar to a mobile switching center (MSC) and a visitor location register (VLR). However, the SGSN provides for switching and access control (authorization and tracking) based on packets of data rather than continuous connections. The SGSN registers and maintains a list of active packet data radios in its network and coordinates the packet transfer between the mobile radios. The GGSN is a packet switching system that is used to connect a GSM mobile communication network (GPRS Support Nodes) to other packet networks such as the Internet.
3.6.1. WAP Push versus Pull Notifications There are two actual methods for pushing messages down to a WAP device, push and pull. Before this chapter we have always thought of a model in which our WAP device requests a file from a server, and that server then delivers the data. This is called the pull method. The push method, on the other hand, uses the server to actually send data to the WAP device without any kind of request. A pull notification relies on the WAP device to poll the server for new events and information. Therefore, based upon a device’s availability the message might wait at the WAP gateway until the message can be processed. Figure 8.1 shows how push notification works with a WAP server. This example shows a WAP push proxy gateway that receives a message from a stock news information service that sends a message via the Internet when to a WAP client when a particular stock changes beyond a present limit. When the WAP push proxy gateway receives the message, it immediately alerts the WAP client of an incoming message. Because the WAP client has been setup to automatically receive these pushed messages, the WAP client acknowledges the request from the push sever and the message is delivered (pulled) from the push proxy gateway to the WAP client. This example shows that the information can be automatically displayed on the WAP client without the user having to do anything.
Chapter Four Effective Customer Relationship Management through different Softwares 4.0. Effective Customer Relationship Management through Banglalink Carelines. 4.1. Prologue The topic of this project is “The Effectiveness of Customer Relationship Management through different softwares in Banglalink Carelines”. 4.2. Significant of the study Now days every mobile company gives much more emphasize on the customer retention for their success and growth. So now a day’s customer service becomes the life blood of any mobile company. Call center is a compulsory part of customer service. Through call center a mobile company can directly interact with its customers over the phone. Recently every mobile company takes necessary steps to modernize its call center. Banglalink has a well designed and well established call center. On an average 40000 phone call has been received in Banglalink Carelines. From this data we can realize the importance of a call center in a mobile company. Now a days call center is not only a part of customer care but also a source of revenue. Normally customers want to get service with in short time and without any difficulties. Banglalink try to do the same what customers want from the mobile company. It has found that Banglalink has already built a strong relation with their customers and also customers rely much more on the Carelines then before. 4.3. Banglalink Carelines Banglalink care line offers a dedicated 24 / 7 services to answer all your queries. 24 hours a day. 7 days a week. Any queries about: • subscribing for a new connection • any form of account information • coverage details • product information • value added services • Billing Information Banglalink Customer Care is devoted to make certain that all your queries are answered without delay, serving for your convenience. Contact numbers of Carelines are: 121 for all Banglalink customers, 120 for sms call back (only for Banglalink User), 2727 for yellow page service (only for Banglalink User), 175 for E-Voucher retailer service (only for Banglalink User), 9126 for BP/BSP Support, Telephone: + (88)02 9888370-1, +(88)02 9862325-6, Mobile: 01911 304121, 01912-999000, Fax: +(88)02 8820594, E-mail: info@banglalinkgsm.com 4.3.1 Structure of Banglalink Carelines
Customer Care Director is the head of Carelines. Senior manager look after all the function of Carelines. Three Asst. managers are under the Senior Manager. Under each Asst. Manager there are team leader/ supervisors. Each supervisor has to maintain a team. Each Team consists of 13 or 14 members. 4.3.2. Teams There are 16 teams in Banglalink Carelines. Each Team consists of 13 or 14 members. The members are usually contractual but there are some executives in the teams. Team members have to work under a supervisor. Supervisor guide them according to the regular update and the regulation of the organization. 4.3.3. Segment of Carelines Carelines is segmented into four segment: 1. Inbound unit 2. Outbound Unit 3. Quality Assurance Unit 4. SOS 4.4. What is Customer relationship Management? CRM (customer relationship management) is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way. For example, an enterprise might build a database about its customers that described relationships in sufficient detail so that management, salespeople, people providing service, and perhaps the customer directly could access information, match customer needs with product plans and offerings, remind customers of service requirements, know what other products a customer had purchased, and so forth 4.5. Banglalink’s Golden rules for Customer Relationship Management through carelines. •
Present a well groomed, neat appearance
•
Smile
•
Enjoy people
•
Project confidence & warmth through your facial expression
•
Welcome the customer by “Sir/ madam” or name if permits
•
Listen carefully to what the customer has to say
•
Beware of your body language and any annoying mannerisms
•
Always treat the customer courteously & with respect
•
Show enthusiasm for your job
•
Speak slowly and distinctly in a well modulated voice.
4.5.1. What does a customer want from the carelines agents? •
Friendliness
•
Understanding & Empathy
•
Fairness
•
Control
•
Option and alternatives
•
Information
4.5.2. How to say ‘No’ Step 1: Never start with an outright “NO” Step 2: Offer alternatives Step 3: Let the customer know what he/ she can do 4.5.3. How carelines agents handling complaints •
Listen very carefully
•
Empathize
•
Do not justify
•
Acquire more information
•
Agree to a course of action
•
Follow through
4.5.4. How Carelines agents try to ensure service satisfaction •
Assume you do not have all the fact
•
Ask question to understand the other person’s perspective
•
Be prepared to be patient
•
Keep people and problem separate
•
Focus on issues, not emotions- look for solutions
•
Volunteer to do your solve the problem
4.6. Call Evaluation Mechanism for increase customer satisfaction Banglalink Carelines has a call evaluation mechanism for increase customer satisfaction. Customer wants better service from the agents as well as moderest behavior. For this reason management of carelines decided to record every call to know how did their agents behave with customer and provide services. Normally 30-40 calls have been evaluated in a months of every agents. Call Classification for evaluation
1. Information calls 2. Complain calls 3. Arrogant calls 4. Service calls 5. Suggestion calls Evaluation Technique of calls A call is segmented into two parts a) Customer Service part b) Quality part Each part consists equal 50% marks. Customer service part In customer service part it is evaluated if the agents can provide the proper services, information or take complains from the customers. The main areas of customer service part are •
Information
•
Service
•
Complain
Quality Part This main part of a call. In this part the skill, patient, friendliness, empathy overall the quality of an agents are observed. This part is very crucial for an agent and also for the organization to retain customers. The main areas of the quality part are •
Beginning with salam
•
Warmth greeting
•
Friendliness
•
Empathy
•
Pro active
•
Try to understand customer problem
•
Apology
•
Rate of speech
•
Friendly tone
•
Active Listening
These are the basic of customer service through carelines. The agents are trained and updated daily about these areas. Thus customers can get better services and well behavior from the agents.
4.7. Management has set KPI (Key Performance Indicator) for better service. KPI is another performance measurement of the agents. An agent has to handle 200-230 call every working day. Management has set some target to handle call. KPI factors also help the agents to ensure better service to the customers. KPI bears 35% marks of Total Performance The KPI factors are •
Average Talk Time
•
Number of call handled
•
Break time
•
Login Time
•
After call work
Average Talk Time (ATT) ATT means how much time an agent takes to finish a call. Management has set 100 seconds to finish a call. Management has set the time for the favor of the customer because customers want fast service as they pay for each minute. Number of call handled An agent can take more break time during the working hours. But it will increase the abandoned rate of the call. That means agents fail to serve the entire customer properly. It will increase dissatisfaction among the customers. For this reason management has allotted marks on the number of handling calls. Break time Break has been fixed for the agents. An agent can take highest 60 mins break during working hours. If any agents have to take more breaks for any problem in the softwares or PC, he/she must send a mail to the all supervisors for the adjustment. Otherwise mark will be deducted from the KPI. Login Time For ensuring fast service management has set login time. An agent has to login for 420 mins. This ensure the more availability of the agents for the service of customers After call work Recently Management has introduced a new indicator “After call Work”. This ensure that some times agents give the necessary entries during the conversation which may be decrease the quality of the call and hampered active listening. That why management has set extra time after call for the giving of necessary entries. 4.8. Other Factors to maintain effective CRM
4.8.1. Clinic Time Banglalink is introducing regular various kinds of offers. Though the offers have been sent to the agents mail account directly, the supervisors regularly update the agents before their login time. Management has set a clinic time of 60 mins. In the clinic agents are not only update about the products and services but also get the necessary direction from the quality assurance team. This ensures that agents can provide better service. 4.8.2. Quality Session If any agents get very poor number in the quality that means he/she failed to provide accurate service to the customer. This may create dissatisfaction among the customers. To prevent the dissatisfaction among the customer quality team call the agents and let them to hear the audited call. Thus he/she will never make such type of mistakes in future. The team supervisors also warn the team members about their wrong service. This all steps make the agents efficient and efficient agents can provide better service to the customers. 4.8.3. Efficient Supervising In Banglalink Carelines there are 16 teams. Each team consists of 13-14 members and with a team leader. Team leader is a very experience executive. He is responsible for the entire performance of the team. So team is very conscious about team performance. He conducts monthly meeting, short training programme, quality session. In the floor if any agents fail to solve customer problem, the team leaders help them to solve their problem. So in a word, team leader help in a great extent to enhance the quality of customer service. 4.8.4. Efficient Outbound Unit The outbound plays the main role behind the efficient customer relation management through carelines. Their responsibility is to call back to the customer and listen their problem for along time and solve the problem immediately. When an agent fails to solve any problem of the customer, he/she passes the problem to the outbound unit. They solve the problem as quickly as possible. If any customers want to solve any problem without the help of inbound unit, he can send sms to 120 (outbound unit). The outbound unit call to the 4.9. Why Banglalink Carelines become successful in CRM Banglalink carelines become a successful part of the customer service team. Dedication, respect to the customer, professionalism, sincerity are the core concept of carelines. Now a days customer rely more in Carelines than before.
Some reasons reasons behind their success •
Well trained and dedicated agents
•
Well established job environment
•
Realize customers need
•
Well established rules and regulation
•
Customers rely more on carelines
•
Customer thought is that carelines agents can do anything
•
Adequate training programmes
•
Regular observation of the agents
•
High level of professionalism
•
Agents are motivated
So it is found that Banglalink Carelines is a successful part of Banglalink. Because their responsibility is much more than the other unit. Their whole system is designed in such a way that customer have to satisfy with their services. 4.10 Maintain Customer Relationship Management through different Softwares. Banglalink Carelines maintain its CRM trough different softwares. The softwares are used to solve or provide information to customers. According to the customers quarries several softwares are used. The softwares are 1. TABS Module: This software is used to provide the information and service about the SIM, Packages. FnF, Billing information, SIM block, GPRS service activation and deactivation, Bill adjustment etc. 2. WorkCode Management System Module: This software is used to keep record of all calls according to the different code. This software help to build the database of al calls that are performed by the agents. 3. CRBT Module: This software is used to keep records of the ring back tone of all customers. Through this software agents can update the CRBT of the customers 4. CCWEB Module: Through this software agents can check the different promotion status and put complain of the customers in different areas. 5. CSS Module: This Module is used to check the summary of information of the customer’s service number. 6. I top up Module: This software is used to check the recharge status of the I top up agents and the customers.
7. VOMS Module: This softwares is used to check the scratch card status of the customers whether it is used or unused. The functions of these softwares are shown from the next page. 4.10.1. TABS Module
4.10.2. WMS (Work Code Management System) Information When CSR provides only information rather than doing activation/ deactivation, upgradation or any change of service then it will be treated as Information; that indicates no execution in any module. For example:
(i) If any customer wants to know facilities of Desh Rong Package then it will be Information query. (ii) If any customer wants to know current b illing status then it will also be Information query though Customer's MSISDN is required to provide service. (iii)Upseliing a product or service. Service When CSR provides not only information but also entertain the requests of activation/ deactivation, up-gradation or any change of service then it will be treated as Service; that indicates any sort of execution in module. For example: (i) DISR or COSR (Disconnection/ connection on subscriber's request), (ii) GPRS activation or deactivation & package migration, (iii) CRBT activation or deactivation & song setting change, Complaint When a customer makes a complaint against any service or offer and CSR can not give solution instantly from his/ her end and s/he needs to escalate through module; that is treated as Complaint Calls. But if s/ he can provide resolution instantly then it can be treated as information or service call. Service and Complaints both are escalated by Inbound CSR through modules but they should judge the category which one is applicable- service or complaint. If customer raises any complaint that already exists in modules then CSR should escalate the issue in the head of Complaint' already recorded Examples of Technical Complain 1.
Technical General Prepaid Issue: Can’t make call/Cant receive call, Hidden Number
Deleted, Cant Recharge, Charging/Rating. 2.Technical Incoming/Outgoing: BTTB Incoming, BTTB Outgoing, Cant call to a short Code, GP/Aktel/Rankstel/etc Incoming , GP/Aktel/ Rankstel/etc Outgoing , ISD Incoming, ISO Outgoing , SIM registration Failed. 3.Technical Value added service: 100/100 : 1146, Bulk Minute/SMS : 1147, Cant send SMS to short code : 1148, CRBT-Not working in some specific places : 1149, CRBT-
Registered and charging but CRBT not working : 1150, CRBT-Registration/Deregistration failing : 1151, Free minute : 1152, SMS - Multiple SMS delivery : 1153, SMS Send fail any operator : 1154, SMS Send fail - International : 1155, SMS Send fail - short code : 1156, CLIP (Number Not Displayed) : 1157, USSD menu service : 1158 4. Technical Voice Quality: Bad voice quality : 1159, Call drop : 1160, Call Setup multiple retries) : 1161, Echo( hear replicated speech ) : 1162, Indoor coverage : 1163, Low signal : 1164, Other (Radio issues): 1165, Silent Call/Cross talk: 1166.
4.10.3.CRBT (Customer Ring Back Tone) What Is CRBT It refers to the list of tunes that are set to keep mood of a caller soothing and comfortable while waiting on phone for the other party to receive the call. How to get the URL of CRBT module & Login
•Open -Type:
Internet
Explorer
(Internet
Browser)
http://10.10.70.72/cs/
http://10.10.70.72/user/ (add these links to agents favorites for easy & quick access) •Press Enter button -Put agents own user ID & Password •Click on "Log in" button.
4.10.4.CCWEB Module Introduction What Is CCWEB It is a web based tool, used to view the status of VAS & promotions, Lodge technical complaints, view information regarding SMS (120) call back. CCWEB is also known as Technical Complaint Tool. How to get the CCWEB URL & Login •Open Internet Explorer (Internet Browser) •Type http://10.lQ.10.10Q/index.php (add this link to agents favorites for easy & quick access) •Press Enter button •Put agents own user ID & Password •Click on "Log In to CCWEB" button Purpose Served By CCWEB Basically, CCWEB serves the following aspects; 1. To view Information 2. To lodge Technical Complaints Information: It refers to the Services (features/benefits/facilities) in terms of activation/deactivation, how many set, turned on/off, eligible/not eligible etc in order to verify or of confirmation. For example; 1. VAS related queries 2. Promotions / Campaign related queries Note: Currently, carelines can check information in CCWEB only about Prepaid and Call & Control packages. Promotions are basically for short-term purpose. Explanation of Technical Complaints Broad & Sub Categories 1.General Prepaid Related Issues: It refers to some occasional occurrences when the subscribes face problem in making or receiving calls or recharge process. These problems are basically very short term phenomena and termed as "IN Problem"".
Following are the cases, that fall in this category;
-
Can't make call/ can't receive call Can't recharge Charging/rating 2. Incorning/Outqoinq: It refers to the problems, when the subscriber can not make or receive calls to other local as well as international operators for a significant longer period of time. These are known as "NSS Problem". Following are the cases that fall in this category; -BTTB Incoming -BTTB Outgoing -Call Forwarding -Call Waiting -Can’t Call to a Short Code -CLIP -GP/AKTEL/RANKSTEL etc. Incoming -GP/AKTEL/RANKSTEL etc. Outgoing -ISO Incoming -ISO Outgoing and Others. 3. Value Added Services: It refers to the problems directly related to the value added services. Following are the cases that fall in this category; -100/100 (Budget Bonus} -4848 -Can’t send sms to short code -Miss Call Alert -FnF -Free minute -GPRS -I'bubble -CRBT-not working in some specific places -CRBT-registered and charging but not working -CRBT-registration /de-registration failing -Roaming -SMS-muItiple sms delivery
-SMS send fail to any operator (local) -SMS send fail to any operator (International) -Song Dedication and etc. 4. Voice Quality: It refers to network "related problems. Network coverage is one of the significant ones that the subscriber value most as well as the strongest distinctive competency from the company perspective. There are certain issues regarding network which we need to be aware of and ensure customer satisfaction. This a-e basically known as "Radio Problem". Following are the cases; Bad voice quality: Noise occurs during conversation. Call drop: Call gets cut off frequently within a second or few during conversation. Cross talk: It occurs when more than one connection gets intersected during conversation. Eco: It refers to the state of conversation when the speaker hears his/her voice gets resonated. Indoor coverage: No coverage / signal found in a particular area. Low signal: When signal tends to decease inside the house but gets full outside. Silent call: It refers to the state, when the line shows connected but nobody hears each other. Other radio related issues 5. I'topup Issues: It refers to the failure to transfer balance between prepaid/postpaid accounts and e-voucher. Following are the cases; E-voucher SR issues E-voucher top up issues Postpaid top up
4.10.5.CSS Module GETTING STARTED URL address - http://202.22.194.82/css Type User name, Password and center Click on "Login"
Select center from drop down menu type Password here Select Center from drop down menu type user name selecting center is very important. If select wrong center then the following error message appears: The center assigned to and the center have selected, are not same. If the agents sure want to continue? Select "NO" and reselect the center. If agents select "YES" than they will enter into wrong center.
4.10.6. I'topup Module Purpose Served By I'topup Module Basically, we get the following information & service from this module: A) To view Information: 1.
To view the transfer information of both Prepaid & Postpaid
2.
To view the transfer query of both the EV agent & Customer
3.
To view the user (EV agent) information
B)
To unblock and send pin to the e-voucher agents: before giving this service, CCR must check & verify the followings;
«
Agent’s contact name,
•
distributor name & address,
•
SR number using the option 'User Information'.
«
Often we can also check transfer information for further verification.
4.10.7.VOMS VOMS is used to find the state of the scratch cards. Customers give complain that they can not use their scratch cards. Then the agents use VOMS to verify whether the card is being used or not used.
4.10.8. Reports to the Management The every activity is sent to the top to bottom level of the management. What is happened is sent to the management. 1. The daily KPI: When an agent perform his duty then his ATT, break time, ACW, Number of handled calls, Login time etc are automatically measured by softwares and recorded in the MIS Dept. From the MIS Dept this report is sent to all management level. 2. The quality report: Every call is recorded by softwares when an agent handles a call. After the recording the quality team sent them to the basket (MIS Dept). From their they select calls by
different preferences. After evaluation the calls quality dept. send the calls to the MIS dept. From their, after arranging the calls MIS dept again send the calls to carelines Senior Manager, Line Manager, Team Leader. 3. The door punching system and report to the HRD: Banglalink carelines recently introduced door punching system with ID card. When an agent enters into carelines, he has to punch his ID card on the sensor. Sensor identifies the employee ID number and automatically updates the time of entry and exit in HRD database. Chapter Five Findings and Conclusion 5.1. Findings Though Banglalink Carelines is built on very large and efficient IT platform, it has some drawbacks in its MIS. Banglalink Carelines’s MIS basically run through on different softwares. As discussed before Carelines has used some softwares as TABS, CCWEB, CSS, CRBT, VOMS, I’ top up module and WMS. Attempts have made to find the problems of softwares through a questionnaire and surveyed in Carelines as the agents are the main users of the softwares and MIS. After surveying these problems have found: •
As there are huge calls pressure every day and also a large numbers of agents works every hour, so the softwares are extensively used every hour. According to the agents the main problems inn the specific softwares are:
•
TABS are most widely used softwares in Carelines. But during the huge calls pressure most of the time TABS is hanged up. This problem is a common scene in carelines. It hampers the ATT of the agents.
•
When a customer makes call to the Carelines, it comes through the IVR and agents receive the calls through WMS. After handling every call the agents have to give an entry in WMS. But sometimes WMS don’t take any entry due to technical problem.
•
The most used software is CRBT Module. This software is used for the Setting up ring back tone of the customer’ service number. But according to the observation it is identified that due CRBT problem sometime customer deprive of getting the service and also agents can not solve the problem.
•
I’ top up Module is used for the I’ top up agents who transfer balance to the customer account. When more than 100 agents login at a time, the softwares become hang up. This may cause dissatisfaction among the retailers and the dealers.
•
VOMS is used to check the Scratch card status. But in this software same thing is happened as I top up Module.
•
CCWEB is used to view the bonus offer and other VAS related quires. And the important function is to posting different complains. But it take huge time to take
•
The complains which dissatisfy customers and sometimes it hangs up during taking complains.
•
Sometimes it takes more times to update customer’s service information in the softwares
5.2. Recommendation From the above findings this can be concluded that Banglalink Carelines’s has huge softwares related and database related problem. From the survey it has found that the overall MIS of Carelines is much well established and well arranged. But Banglalink’s Technical problems have weakened the MIS system of carelines. From the findings it is clearly realize that Carelines should use most updated softwares. As Banglalink is the second positioned company in the Telecom industry, the call pressure in carelines is very high, for this reasons every hour large number of stuff are working. There are some softwares which may be hanged up if the numbers of users are increased. So the management should use the latest version of those softwares. According to the agents management should have to open more carelines, thus an appropriate segments of agents can serve customers without any softwares related problems Recently Banglalink has introduced a new version of WMS which performance is much higher than the old version. Banglalink network system is in weak position. For network problem database of the customers can not be updated, which has delayed customer service and create dissatisfaction among the customers. Banglalink can employ better network infrastructure and can employ more efficient database staff and network team. As discuss before basically Banglalink Carelines’s MIS functions are making KPI Reporting, Quality performance reporting, Door punching system and the main function of these tasks are the softwares. So, if Banglalink can overcome the problems and enhance the performance of the softwares, Carelines will be faster and best service provider. 5.3. Conclusion Banglalink Carelines MIS is much more efficient. Here an agent can directly communicate with the Senior Manager through Mail. Here every activity is sent to the top level management of customer care and the CEO of Banglalink. There is no lacking of information in the entire system. So it can be concluded that Banglalink Carelines is very well arranged and efficient work place.
5.4. References •
Customer Relationship Management, retrieved June 20,2009 From the Wikipedia website: http:// www.wikipedia.org/
•
Banglalink’s company information, retrieved June 18, 2009 From the Banglalink website: http:// www.banglalinkgsm.com/
•
Orascom telecom information, retrieved June 22, 2009 From the Orascom website: http:// www.orascomtelecom.com/
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Banglalink Carelines information, retrieved June 10, 2009 From the Banglalink internal website: // tigers web/
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Reports of Research and Development Department of Banglalink, 2007.