CRM Analytics Airtel

1. CRM Analytics – Telecom sector
Submitted by:
Kumar Abhishek (A001)
Prity Aggarwal (A004)
Deeksha Aggarwal (A006)
Govind Krishnan (A030)
Mayank Kumar (A031)
Apoorva Parikh (A043)
Group 5

2. What is CRM??
 Customer Relationship Management is a business strategy that
aims to understand, anticipate and manage the needs of an
organization’s current and potential customers.
 It is a shift from traditional marketing as it focuses on the retention
of customers in addition to the acquisition of new customers
 The expression Customer Relationship Management(CRM) is
becoming standard terminology, replacing what is widely perceived
to be misleading narrow term, relationship management (RM).

3. CRM and Telecom Industry
 Customer retention is more important than ever for
companies in the Telecommunications Industry.
 Rate wars, the influence of real-time social networks,
and a constant inflow of new players into the market
make it vital for Telecom companies to understand
customers and respond quickly.
• With the main goals to boost loyalty, reduce churn, improve operational
efficiency, and support new business models, Telecom companies are doing
the following:
 Immediately identify cross-selling opportunities.
 Prevent customer churn and detect up selling opportunities.
 Send effective acquisition and retention campaigns that match the right
customers with the right products.

4. The Challenge: Increase Customer
Loyalty
 Telecom companies need to leverage and integrate massive
amounts of data from a range of sources -like Call Data Records
(CDR), customer care, product/service portfolios, cost and billing,
and network service quality— in a holistic way, minimizing the poor
alignment between siloed departments.
 To achieve a 360º approach to customer experience and build a
sustainable, competitive advantage, Telecom companies must gain
a deep understanding of customer attitudes, behaviors and actions.
This is essential to improving customer acquisition and retention.

5. What is CRM Analytics?
 Customer relationship management (CRM) analytics collect,
organize and synthesize consumer data captured across the
organization to help telecom payers solve customer-facing
business problems through reporting tools, dashboards, portals and
other methods.
 It encompasses three critical business processes — marketing,
sales and customer service — and pulls data from many sources to
make it available to multiple users across a payer organization.

6. SALES ANALYTICS
Increase Forecasting Accuracy and Sales Results
Sales executives can receive alerts when territory performance drops below targets, enabling them to take
appropriate action
Increase Sales Force Effectiveness
Best practice effectiveness metrics, enables sales managers to identify strengths and weaknesses and
address them at the individual level
Improve Responsiveness
sales professionals receive timely information providing them the complete picture of the customer
relationship, enabling them to take action to maintain customer satisfaction and derive revenue potential.
Maximize Resource Utilization and Profitability
Enables sales executives to understand their pipeline and identify critical opportunities. By identifying these
critical opportunities, executives can assign the appropriate resources to increase the chance of winning and
not waste them on less promising opportunities.

7. MARKETING ANALYTICS
Retain Valuable Customers
Provides information about customers, including the number of other products they own, current and predicted
lifetime value, customer satisfaction levels, and a snapshot of recent transaction history to create a segment of
high-value and at-risk customers
Generate Quality Demand at Lower Cost
Measuring the effectiveness of demand generation activities allows marketers to identify bottlenecks to improve
the efficiency of campaigns
Insights for Improving Customer Profitability
Provides information on which products customers are likely to buy and insight into which products may make
effective bundles. The nuances of customer behaviour information can be gleaned from transaction history and
correlated with customer lifetime value, churn risk, and customer behavioural attributes to gain insight into
customer clusters and better inform treatment strategies
Reduce Wasted Spend
provides information on all marketing expenditures. Department-level budgetary information and expenses on
specific marketing programs can be tracked all the way down to the individual tactic.

8. How can SNA using CLA improve
marketing?
Acquisition
• Attract influencer
outside the
network in the
expectation that
community will
follow.
• Induce T-Mobile
influencer to pull
in off network
followers.
Cross Up/Sell
• Spread products
throughout
customer base by
pushing to
influencers.
Retention
• Reduce churn by
holding on to
influencers.

9. CONTACT CENTER TELEPHONY
ANALYTICS
Achieve Greater Process Efficiency and Maximize Service Effectiveness
Helps contact center managers gain control of the many factors that affect customer satisfaction. Through the
benefit of powerful analytic information, the contact center manager was able to identify the root causes of
problems and take rapid action to prevent customer defections.
Increase Customer Satisfaction and Retention
Enables contact center managers to track top KPIs for service initiatives, including first and final resolution,
average speed of answer, average handle time, call abandonment rate, and service levels. By understanding
the key reasons behind operating trends, managers and CSRs are able to improve service, increase customer
satisfaction, and drive higher profitability
Monitor Channel Usage and Migration
integrated view of key metrics across all channels, including IVR, email, and the Web. Supervisors can analyze
trends and usage of each channel and determine where customers abandon lower-cost channels, like an IVR
menu or Web page, in favour of talking to a CSR
Improve CSR Effectiveness and Reduce Turnover
Metrics such as CSR transfer rates, revenue per CSR, average handle time, and time spent by a CSR on after-
call work help supervisors identify high-performing CSRs as well as those in need of additional training.

10. Social Networks Analysis at T-Mobile
Data
Acquisition
• Call detail records aggregation
• One record per interaction between two phone numbers monthly summarized
(50M Nodes+1B lines)
Pre
Processing
• Exclude nodes with low volume, no reciprocity
• Combine usage data to create link weights
Customer
Link Analysis
• Detect communities
• Calculate individual metrics
Customer
Scoring
• Score subscribers as influencers/followers

11. PRICE ANALYTICS
Understand Customer and Product Line Profitability
Provides organizations with valuable insight into product demand, customer price sensitivity, and overall pricing
effectiveness.
Helps understand important information on product velocity, the impact of discounting on margins, price promotion
effectiveness, and product profitability across channels.
Identify Pricing Improvement Opportunities
BT group , a UK telecom company wanted to estimate the potential impact of reduced outgoing mobile rates on
revenues and margins. Two comparisons were used to estimate usage at different price points (for each time of day
bucket)
Client’s usage for outgoing landline and mobile calls
Client with BT on mobile usage and pricing
Usage at various price points and the optimal price points (for maximizing margins) were estimated
They adopted the recommendations and lowered their outgoing mobile prices during the week and increase
their rates during weekends

12. CRM Analytics by T-Mobile
Reduced
churn rate
by 50% in
just one
quarter
Customer
Data
Zone
Product
and
Services
Zone
Business
Operations
Zone
Supply
Chain
Zone
Network
Zone
Customer
Experience
Zone
 T-Mobile USA has approximately 33 million customers
and it collects massive amounts of data from various
channels.
 It confronts with the customer churn by using a tribal
customer model.
 This model is based on the fact that there are people
who have high influence on others due to their social
networks.
 T-Mobile determines the most valuable customers.
Data collection is done from various sources

13. CRM Analytics : Airtel
 Bharti Airtel had the vision that its customers experienced the same
quality of service irrespective of the call centre he or she contacts.
 To achieve this objective Airtel opted for the centralised application
like CRM

15. AIRTEL : CRM BEGINNINGS
 Installed a WAN
 Multiple leased lines on all major locations
 Initiated the process of setting up an extranet to reach out to vendors and
dealers
 Storage area network was put in place
 The main data centre is located in Gurugram

16. ORACLE CRM
 The Oracle CRM went live in the first quarter of 2004
 Managed to overcome many technical problems
 Technology partners like SUN Microsystems, Oracle, IBM and HP
 Voice services (IVR) was provided by Nortel which was integrated
with Oracle CRM

17. CRM : Functional Domains
Operational CRM
a. Workflow
b. Day to day
activities
Analytical CRM
a. Customer information
b. Business development

18. MODULES USED AT AIRTEL
 Marketing
 Planning
 Campaign Management
 Lead Management
 Sales
 Activity Management
 Knowledge Management
 Call Centre Support
 Opportunity Management

19. e-CRM Initiatives
 After implementing Oracle CRM, Airtel is now working on e-CRM
 e-CRM implementation partner is IBM
 Would provide a host of services now running on ORACLE CRM
a) Online customer support
b) Customer profiling
c) Web interface
d) Sales management for vendors and partners

20. References
 CRM Search: http://www.crmsearch.com/best-crm-analytics.php
 Oracle: http://www.oracle.com/us/products/bi-applications-crm-analytics-
1373603.pdf
 Gartner: http://www.gartner.com/it-glossary/crm-analytics/
 CRM Switch: https://www.crmswitch.com/crm-industry/crm-and-big-data/
 MWD Advisors:
https://www.google.co.in/url?sa=t&source=web&rct=j&url=http://www.globalte
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Mobile_Austria_case%2520study_%2520MWD%2520advisors_exp062012.pdf
&ved=0ahUKEwjnvqrdvIrQAhUeTI8KHQr6BjMQFggZMAA&usg=AFQjCNE
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