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8/9/2019 Team 2 - Final Project Presentation
1/13
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
8/9/2019 Team 2 - Final Project Presentation
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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!