Brief introduction:

CRM, refers to Customer Relationship Management, has it origin in the Contact Management in 1980s. The aim is to establish a management mechanism to improve the relationship between enterprise and customer. As a business strategy, CRM effectively organize the enterprise resource in the department of marketing, sales and support;As the customer-centered management strategy with the information technology, the system intends to redesign the business function, recombine the work flow, and upgrade the satisfaction degree to appeal the customer, in order to gain profit. CRM exists as the management system in early times, but as the mature idea and technology in the management mechanism, it merges and rises in recent years. CRM software which supports this management mechanism became the sunrise industry in the software market and regard as the emerging technology which improve the enterprise management after ERP. The enterprises all over the world undergo a profound conversion because of CRM, which related to the communication and interaction between enterprise and customer or potential customer. Information technology and Internet not only change the management and operating mode but also impact the competitive capability. If ERP help the enterprise to optimize the internal management flow and other resources, CRM make the external resource especially the customer resource to be fully utilized, in order to boost the enterprise development.The origin and development of CRM inspired by three aspects: pull the demand, promote the information technology and renovate the management idea. In the aspect of demand, business flow reorganization (BRP) and ERP achieve the goal of optimizing and automating the flow in the field of production, inventory, finance and current of materials in 1980s. But the field of sales, paying not much attention to the marketing and after-sales service could result in the incomplete recognition of the customer and dealing with them without unified information. On the other hand, it is important for enterprise to keep regular customer and win new ones. This gave birth to the inconsistent behavior between reality and demand.The function of CRM could be reduced to three aspects: to base the business flow of sales, marketing and customer service on information; to integrate and automatically deal with the communication technology, (such as telephone, fax, Internet and Email, etc.); to process data of the above aspects and intelligent manage the customer, so as to offer support to the strategic decision.

Objective:

The core of CRM is to improve and manage the business flow of sales, marketing, customer service and support which related with the customer relationship and enhance the automatic process of each sector in order to reduce the sales cycle, save cost, enlarge the sales quantity, increase income and profit, occupy more market shares, ask for new market opportunity and sales channels, and finally make it more competition.The customer associable with business process in CRM is the core of the enterprise operation. CRM boil down the entire business flow related with customer, (such as sales, marketing, service and support, etc.) and devote to the customer's demand. CRM blend various kinds of communication channels into one, such as face-to-face, telephone and Web so that the enterprise could negotiate business according to their favorite way of communication and increase chance of success to communicate with customer and potential customer. CRM could explain responses to the customer and has a thorough understanding of the whole process. Integrated with ERP, the CRM solution could be satisfied the demand through a closed-loop definition, a clear structure and business flow, in order to reserve regular customer and appeal new ones.

 

CRM Software Information and Solution

They are many CRM software and CRM vendors in the market, there are more and more SMI and SME looking for CRM software. But does you business really need it ?  Please read the articles below before you plan to

buy CRM software.

 

 

 

 

 

What is CRM software?CRM stands for Customer Relationship Management. It is a strategy used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success. There are many technological components to CRM, but thinking about CRM in primarily technological terms is a mistake. The more useful way to think about CRM is as a process that will help bring together lots of pieces of information about customers, sales, marketing effectiveness, responsiveness and market trends.

 

What is the goal of CRM?The idea of CRM is that it helps businesses use technology and human resources to gain insight into the behavior of customers and the value of those customers. If it works as hoped, a business can:

provide better customer service make call centers more efficient cross sell products more effectively help sales staff close deals faster simplify marketing and sales processes discover new customers increase customer revenues

That sounds rosy. How does it happen?It doesn't happen by simply buying software and installing it. For CRM to be truly effective, an organization must first decide what kind of customer information it is looking for and it must decide what it intends to do with that information. For example, many financial institutions keep track of customers' life stages in order to market appropriate banking products like mortgages or IRAs to

them at the right time to fit their needs.

Next, the organization must look into all of the different ways information about customers comes into a business, where and how this data is stored and how it is currently used. One company, for instance, may interact with customers in a myriad of different ways including mail campaigns, Web sites, brick-and-mortar stores, call centers, mobile sales force staff and marketing and advertising efforts. Solid CRM systems link up each of these points. This collected data flows between operational systems (like sales and inventory systems) and analytical systems that can help sort through these records for patterns. Company analysts can then comb through the data to obtain a holistic view of each customer and pinpoint areas where better services are needed. For example, if someone has a mortgage, a business loan, an IRA and a large commercial checking account with one bank, it behooves the bank to treat this person well each time it has any contact with him or her.

How much does CRM cost?A study in year 2001 survey of more than 1,600 business and IT professionals, conducted by The Data Warehousing Institute found that close to 50% had CRM project budgets of less than $500,000. That would appear to indicate that CRM doesn't have to be a budget-buster. However, the same survey showed a handful of respondents with CRM project budgets of over $10 million.

 

 

Getting the most out of existing customers and breeding loyalty with the existing customer base.

Creating a single view of every telecom customer through a CRM system is becoming the Holy Grail for every company. This delivers an understanding of what the customer

wants and will also enable companies to service their customers better – from content provision to billing.

Telecoms operators will increasingly be faced with customer demands for new and innovative services delivered simply via a converged model but being able to do this depends on Telcos really tracking and understanding the needs of customers.

Focusing on the CustomerMany large organizations continue to focus on growing revenues and profits, first and foremost. The reality is that there exists a far more effective success strategy: focus on the customer and the customer’s intent in interacting with the company. I expect this year will see a concerted effort on the part of the network operators to turn the wealth of information they have on their customers into valuable insight that they use to enrich their offering and, hopefully, stop customers from defecting.

Another aspect is CRM analytics. This has become, and will continue to be, critical in helping organizations better understand buying behavior and helping in developing, tailoring and cross-selling solutions across the customer base. Having the information to be able to identify cross-selling and bundling opportunities will be absolutely crucial in the race for market share as it really will be all about sales on value-added services.

However, two key priorities remain:

Understanding the customerCompanies are likely to invest a lot of time and effort in really understanding the customer. None of the large companies really know what customers are using and what they really want. The trend will be for tracking usage patterns and developing apps according to want and need. Here a better understanding of the needs of individual customers is an important element of improving customer satisfaction and aiding customer retention.

Keeping hold of existing customersWhat naturally falls out of a deeper level of understanding of customer buying and usage information is an ability to track what customers really like and develop content/services accordingly. It sounds simple, but by providing a service that you know a customer already wants will not only save money in development costs but will also help the customer feel he/she is valued.

                                                                           -G.Jayalakshmi., Ph.D Scholar   

 

INTRODUCTION

           

The telecommunications market, in the last few years, has seen incredible Technological advancement, which has fueled massive consumer adoption and brutal   competition driven by commoditization. To drive profits in this business, you must increase the average lifetime value per customer and minimize the service cost even as service choices increase. Common to all of our customers in the telecom sector is an abiding belief in delivering the best service to customers by investing in technology that empowers consumers and service agents to have intelligent, productive conversations.  In a marketplace where consumers are increasingly aware of their choices, consistent service quality is the foundation of a durable brand.

 

TELECOMMUNICATION SECTOR

 

Telecommunication sector: 

 

The sector that includes the telecommunications service providers, network operators, regulators, manufacturers, subscribers, and users.

            

The telecom sector has seen much change during the past two decades.  At first, it was the opining up of the equipment manufacturing sector, followed by the corporatisation of the government owned entities, Videsh Sanchar Nigam Limited (VSNL) and Mahan agar Telephone Nigam Limited (MTNL).  Subsequently, the sector was opened for private participation in basic other value added services.  The most recent liberalization moves have been the corporatization   of the Department of Telecom into Bharat Sanchar Nigam Limited (BSNL) and the privatization of VSNL.

 

CRM AND THE TELECOM SECTOR

           

An effective CRM system includes tools such as a skilled customer care staff and leading edge automation and workflow management software platforms.  With this tool, it is possible for a telecom company to track sales enquiries, trouble tickets, emails, telephone calls, and customer satisfaction surveys.

 

INDUSTRY CHALLENGES AND E-GAIN SOLUTIONS

 

 CUSTOMER SERVICE IS KEY TO SALES AND LOYALTY       

           

Telecom, especially mobile telecom, is a highly competitive and increasingly mature market.  As network coverage, handsets, and price plans become less important as differentiators, customer service is increasingly seen as the key factor in customer acquisition and customer retention.

 

INCREASING PRODUCT AND SERVICE COMPLEXITY

           

Mobile telephony providers face a significant challenge to introduce and support the range of new products and services such as email, multimedia messaging, and synchronization with handheld devices, etc.

           

Aliant, for instance, has achieved a 17% reduction in call handle time, which is translates to a saving of approximately $ 1.5 million in operating staff expenses.

THE OPPORTUNITY FOR SELF-SERVICE           

                                   

Organizations would like to reduce the costs of customer care by deflecting calls to web-based service channels, preferably to self-service.

 

CUSTOMER SERVICE BECOMES THE DIFFERENTIATOR        

                       

With the commoditization of products and services, fuelled by greater access to competitive information over the web, customer service is one of the few ways organizations can themselves and increase market share.

 

REGULATORY REFORMS IN INDIA: EFFECTIVENESS, EFFICIENCY, AND IMPACTS

           

The regulatory reform exercise is in progress in different sectors of the economy.  This reform process aims to reduce cost, delay, and uncertainty leading to consumer benefits, in terms of lower prices and wider choices.

 

ALTERNATIVES TO FDI

           

            The telecom lobbies represented by the private telecom players, both domestic and foreign, have succeeded in their central objective of weakening government-controlled operators such as the Bharat Sanchar Nigam Limited (BSNL) and Mahanagar Telephone Nigam Limited (MTNL) in order to share the lucrative Indian market among themselves.

           

India's WTO commitments do not prevent BSNL from entering into public-private partnerships through franchisees. By adopting this model BSNL could franchise up to 30,000 rural telephone exchanges, which could create employment for a vast pool of technically skilled, retired employees of the company.  An excellent example of such public-private partnerships are the franchised PCOs,  which have created livelihoods for more than a million families and account for about 30 per cent of BSNL's revenue. BSNL tried to give the user the ‘95' facility as a substitute for the ‘91' facility.

 

THE NATIONAL TELECOM AGENCY'S DECISIONS BY COMPLAINTS BOARDS

 

1. The Telecommunications Complaints Board

 

The Telecommunications Complaints Board processes and makes the final administrative decision in cases involving complaints about the National Telecom Agency's decisions and case processing, which, under statutory provisions or rules laid down in pursuance thereof; belong under the Telecommunications Complaints Board. This includes the Agency's decisions regarding competitive conditions and interconnection in the telecommunications sector and fixing of maximum prices.

 

2. The Telecommunications Consumer Board

 

The Telecommunications Consumer Board processes and makes the final administrative decision in cases involving complaints about the National Telecom Agency's decisions and related case processing, which, under statutory provisions or rules laid down in pursuance thereof, belong under the Telecommunications Consumer Board. This includes TDC's compliance with subscription terms, the terms for handling the universal service obligation and compliance with fixed maximum prices.

 

CONCLUSION

           

Based on consumer interest is better way going on in Telecommunication sector. It is not only in India and also developed countries.

 

Customer Care and CRM

Patni provides comprehensive CRM Lifecycle Services utilizing pre-built functional and technical frameworks across marketing, loyalty and retention programs, sales, online self-account management, zero-touch OM, complex order configuration, flow-through provisioning, integration and APIs to leading billing systems, billing inquiries and adjustments, and fraud and revenue management, thus dramatically reducing CRM TCO. With extensive customer care and call center process automation capabilities, Patni’s CRM delivery for telecoms is focused on large-scale systems implementation, upgrade, enhancement and maintenance solutions for leading CRM packages to enable higher ROI and cross- and up-selling by CSRs, field representatives and online channels. We provide CRM strategy, design, requirements (mapped to best practices), vendor assessment, fast-track implementation, testing, methods and practices, extensive business process automation, upgrades, maintenance, and optimized integration architecture for increased speed and accuracy of back-end systems data available to front-line personnel. While vendor-agnostic, Patni has implemented the vast majority of referenceable Siebel eCommunications deployments within the telecom sector, and is viewed as a leading systems integrator for those with complex order management, configuration, provisioning, and process automation challenges. Our fast-track CRM release cycle of new functionality deployed every 4-6 weeks is an industry benchmark. Patni’s CRM expertise covers all leading CRM enterprise software applications

BackgroundTelecommunication is by nature a special form of service that is constant; thecustomer does not need to decide which operating company to use each time a callis made. This means that the moment when the customer chooses a companybecomes extremely important. It can also be said that the very choice situation putsboth customer and supplier in a state without traditions. Earlier,telecommunications have been state controlled and without competition in theNordic countries, which is why the companies have not had any problem withcustomer movements in their data bases in the way that they have today.This new circumstance, in which TeliaSonera also finds itself, has triggeredincreased interest in a deeper understanding of customer relations. The projectCustomer Relationship Management aims at investigating this circumstance. Sincea deeper understanding of customer relations is multi-dimensional, the project has

been divided into various sub-projects reflecting the specific characteristics oftelecommunications. The activities in the projects vary and can be more or lessintense at certain periods in time. The sub-projects deal with customer movements,background material for decision-making, quality and efficiency, loyalty program,and customer-driven service development.PurposeThe purpose of the nine sub-projects is to support and facilitate customerunderstanding in the following ways:1. To describe and predict customer behavior in a scientific and systematic wayregarding switching behaviors etc. in order to establish a clearer picture of thereasons and drivers for customer movements.2. To analyze TeliaSonera’s customer portfolio in order to understand how tomanage and optimize a customer base.3. To examine the loyalty program Telia Fördel's (Telia Advantage) effects oncustomer relations. This sub-project is regarded as concluded.4. To carry out a benchmarking study in order to determine how and whencompanies involve customers and if it pays off.5. To investigate the extent it is possible to measure how customer groups adapt tonew technologies. This sub-project is regarded as concluded.6. To develop idea management – in order to judge the potential for new anddifferent service ideas.7. To apply the lead-user concept in the telecom business.8. To deepen the trigger study with a focus on emotions by quantifying theemotions identified in the qualitative study on “emotions in switchingprocesses”.9. To deepen the understanding of loyalty by carrying out switching studies oflongitudinal nature. Telecom customers have expressed seven year switchingstories that reveal the character of frequent switching. Not only does the triggerconnected to the switched-from relationship characterize the relationship that

was left but also the same trigger carries a stability message or an instabilitymessage with it to the new initiated (switched-to) relationships.MethodThe sub-projects are divided into more sub-projects and the methods are adapted tothe specific purpose. The numbers refer to the previously described projects.1. In order to deepen understanding of customer telecom relationships, mainlyqualitative methods have been used. SPAT (Switching Path AnalysisTechnique) and modifications of it such as the SPAT-mechanism have beenapplied to customer interviews. The applications of these methods haveconnected the factors included in customer relationships to actual switchingbehavior.2. A combination of both qualitative and quantitative methods has been used. Thequalitative methods will be used in order to understand how managers reasonwhen administering their customer base. The quantitative methods have beenused to understand how TeliaSonera’s customer portfolio is handled and how itcan be managed to generate more revenue.3. No activities have been carried out in this sub-project during 2007.4. A web-based questionnaire was used on a representative selection of service andmanufacturing companies to determine the use of customer involvement and itseffects. A book chapter has been written and one paper has been submittedbased on the data.5. No activities have been carried out in this sub-project during 2007.6. The work was divided into two projects: a) trial of different ways of evaluatingideas, and b) benchmarking study in industry to determine best practice.7. The lead-user approach can be viewed as a snowball technique, with thepurpose to find the leading users in a segment.8. The circumplex model distinguishes two dimensions on which all affectiveappraisals can be plotted: unpleasantness-pleasantness (valence) and

deactivation-activation (activation or arousal). The unpleasantness-pleasantness(valence) dimension reflects the degree to which a person feels happy andsatisfied. The deactivation-activation (activation or arousal) dimension is acombination of activity (excited versus calm) and alertness (awake versussleepy). A question raised in this study is whether affective reactions inswitching can be described by the circumplex model. A set of 12 bipolaradjective scales was used to measure affective reactions in the switchingprocess.9. In order to intensify understanding of customer telecom relationships, mainlyqualitative methods have been used. SPAT (Switching Path AnalysisTechnique) and modifications of it such as the SPAT-mechanism have beenapplied to customer interviews. The applications of these methods haveconnected the factors included in customer relationships to actual switchingbehaviour.Results – academicThe numbers refer to the previously-described projects:1. The triggers have been identified to cause sensitivity in customer relationships.The triggers are of three different kinds: Situational, Influential, and Reactional.Recent results have brought exactness to the phenomenon of frequent switching(Influential trigger). The understanding of the trigger logic seems to haveimplications for the research on loyalty by being able to identify patterns ofswitching behavior among different telecom operators. The patterns show thatcustomers communicate about the stability of their future customer relationshipsalready at the switching stage.2. One of the biggest challenges for researchers is to link attitudes with actualbehavior. In this case we have combined snapshot data (attitudes) withlongitudinal data (actual behavior). Furthermore, researchers have started to

realize that it is not enough to focus only on the satisfied loyal customers; acompany must have a mix of customers from hostages (who have no otheroptions) to ambassadors (who speak well of the customers). The project hasdealt with the question of how a company can manage such a data base andwhat a customer mix should look like.3. Clubs for customers have existed as an empirical phenomenon for a fairly longtime but there are few studies in this field. The contribution from this projectdeals with a better understanding of how customer clubs function.4. The research is trying to answer questions such as is it profitable toinvolve/listen to customers, during what phases in the product development is itprofitable, and are there differences between products and services wheninvolving customers?5. Technology-infusion in services is under debate, i.e., that more and moreservices become technology-based and rely on self-service with the help of newtechnology. The purpose of this sub-project is to investigate consumer views onthis phenomenon.6. It has been said that there is no lack of ideas; the problem is judging the qualityof ideas. This work has resulted in different methods for judging quality.7. The lead user method has normally only been applied in a B2B context. Wehave introduced the method in a B2C context.8. Emotions related to switching processes show interesting patterns. The triggersare of three different kinds: Situational, Influential, and Reactional. Emotionsconnected to Situational and Reactional triggers have been noted to some extentin marketing literature. Emotions connected to the Influential trigger, however,reveal interesting findings not only regarding emotions but also in terms of theloyalty concept.

9. It seems that loyalty cannot be clearly considered as an extreme on thedisloyalty – loyalty continuum. Already at the beginning and dependent on thecustomers’ former relationships, the trigger communicates the likelihood for astable or an unstable relationship. Relationships consisting of seemingly similarfactors may develop in very dissimilar directions concerning stability.Results – industryThe overall benefit for the business world is that this research contributes to a betterunderstanding of how to take in and make use of information from the consumers.The projects also show the importance of factors other than customer satisfaction,such as triggers1 of customer behavior. Furthermore, it helps to find new conceptsand methods, e.g., technology readiness which is helpful in discovering a deeperunderstanding of the customer. Finally, bottlenecks within an organization thatobstruct the comprehension of customer information can be identified.1

Introduction to the Mobilink Brief history:

Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") was established in 1998 and has grown to become a major player in the telecommunication market in the world. OTH is considered among the largest and most diversified network operator in the Middle East, Africa and Pakistan. It is a leading mobile telecommunications company operating in seven emerging markets in the Middle East, Africa and South Asia having a population under license of 460 million in total population with an average penetration of mobile telephony rate across all markets of 8%. Orascom Telecom operates GSM networks in Algeria ("Djezzy"), Egypt ("MobiNil"), Pakistan ("Mobilink"), Iraq ("IraQna"),

Bangladesh ("Banglalink"), Tunisia ("Tunisiana") and Zimbabwe ("Telecel Zimbabwe"). Orascom Telecom subscriber number reached over 20 million subscribers as of June 2005.

Orascom Telecom's operation in Pakistan, Mobilink, started its operations in 1994, and until early 2001, had a market share of 40%. In April 2001, OTH took over management control of the company and as of June, 2005; Mobilink served more than 7 million subscribers, representing a market share of approximately 61% of total mobile subscribers in Pakistan.

Orascom Telecom has positioned itself as a leader in the region for its diverse GSM operations, with various GSM support and Internet operations. One of Orascom Telecom's main strategies is to create its own non-GSM subsidiaries to act as a support for its regional GSM operations. OTH has achieved this by dedicating financial, technical, and management resources for its subsidiaries. This includes network support and installation of GSM operations, equipment procurement, handset procurement and distribution companies, value Added Services, and Internet operations.

Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, started its operations in 1994, and has become the market leader both in terms of growth as well as having the largest customer subscriber base in Pakistan - a base of over 20 million and growing. We pride ourselves on being the first cellular service provider to operate on a 100% digital GSM technology in Pakistan that also provides state-of-the-art communication solutions to its customers.

In addition to providing advanced voice communication services that makes the lives of millions that much easy, Mobilink also offer a host of value-added- services to our prized customers. At the same time, Mobilink places high importance to its coverage, which is why Mobilink cover you in 1000 cities and towns nationwide as well as over 100

countries on international roaming service. In other words, Mobilink speak your language, everywhere

solutions to its customers. In addition to providing advanced voice communication services that makes the lives of

millions that much easy, Mobilink also offer a host of value-added- services to our prized customers. At the same time, Mobilink places high importance to its coverage, which is why Mobilink cover you in 1000 cities and towns nationwide as well as over 100 countries on international roaming service. In other words, Mobilink speak your language, everywhere

Mobilink to invest US $ 700 million in Pakistan this year

ISLAMABAD, Feb 21 (APP): Mobilink would invest US $ 700 million this year in addition to over US $ 2 billion ventures it has made so far in boosting its cellular network throughout Pakistan.

Briefing journalists, who visited Mobilink's 24-hour Network Operations Centre, Lahore, Public Relations Manager Omar Manzoor said the company has successfully transformed an initially slow-paced industry into a booming industry through aggressive investment and expansion of coverage present in more than 3500 cities towns and villages of the country.

He said achievement of 22 million subscriber base and an addition of over 10 million subscribers in a record 300 days have been recognized internationally.

In his presentation, another official at the Centre informed a state-of-the-art technology has been installed to monitor nation-wide cell sites and address network and customer issues.

He said multi-vendor and multi-technology environment technology environment had been created to monitor and rectify the countrywide network, adding that the advanced data and technical facility had started working in August last year.

He said the facility, backed by more than 200 technical persons, had been supervising 10 mobile switching centres (MSC) under one roof, which had a fully functional IT and data centre to manage billing processes, besides customer relationship management (CRM) operations.

The official said it had a fully functional IT and Data Center to manage billing processes and CRM operations so as to enhance service standards.

He said that the detection of the fault and conveying the technical staff for complaint rectification to the concerned staff hardly took some seconds.

Explaining the features of the NOC, he said the centre had enabled Mobilink in enhanced monitoring of the operations of cell sites of the entire network throughout the country.

He said the centre was providing extremely balanced network, which was progressively meeting the current and future demands.

He said the unit had provided the base on part of a continuous program for taking service standards to the next level, adding the centre was a natural up- gradation towards addressing network and customer issues efficiently.

As the Mobilink moved ahead with the rapid expansion projects to support the growing network of services, this technical facility would enable the company to provide efficient services to its customers, he added.