SHILPI KHANNA

Sector 17-228/ Dwarka ,New Delhi

Email-shilpik_26@yahoo.com Mobile: + 91-9958111736

Professional Snapshot in Customer Service Quality Telecom

 A competent Professional with 3+ years of rich experience in Telecom

customer services.
 Proficient in consistently raising standard in customer satisfaction playing
different roles during the entire working period.

Organizational Experience
 From March 2009 –Till date - Bharti Airtel Limited –Gurgaon
(Quality Monitoring Team- Shared Services)

Profile handled:
 Promoted as a Quality Analyst for various Business partners.
Responsibilities:
• Auditing Inbound and Outbound operations and ensuring
accuracy of evaluations throughout audits,which enables in-depth
training and recurring refreshers and periodic caliberations.
• Ensuring minimal variance in evaluations against the laid down
call quality monitoring guidelines.
• Maintaining high JKQ quiz scores.
• Sharing detailed analysis on performance basis the audits and
recommend improvements actionables.
• Providing Critical VOC to the business to improve processes and
overall service delivery.

Major Achievements
• Awarded for being in Platinum category for consecutive 3
month (for process improvement of call quality scores.)

 From February 2008 till March 2009 –Bharti Airtel

Limited-(Airtel Enterprise Services) -Noida
Profile handled:
 Worked as an Executive in CSD department for Web process.
Responsibilties:
• Corporate Postpaid Customers (Requests & Complaints)
• Provisioning online (Post paid numbers)
• Providing support to Pan India corporate customers by solving
their QRC.
• Handling escalations.
• Providing support to voice Team also.

Major Achievements
 • Awarded for resolving 99% QRC of RIL a/c within SLA of
24 hours.

 From August 2006 till February 2008-Idea

Mobile Communications
Profile handled:
 Joined as a Call Center Executive at Meerut (UP-
West) Circle.
Responsibilities:
• Managing AHT
• Educating customer’s about the new launches
• Provisioning online (Post paid numbers)
• Retention of Post paid and Pre paid customers
• Floor Support

Academia

• High school passed from CBSE board in 1997

• Intermediate from CBSE board in 1999
• Bachelor of Arts from CCS University in 2002
• Post Graduation (English) from CCS University in
2006

Training

• Communication Skills-One day training schedule for

enhancing the effectiveness while communicating.
• Customer First-One day training program to increase
customer sensitivity with an aim to provide customer
delight.

Personal Dossier

Father’s Name: Shri Sunil Khanna

Date of Birth 26th Dec 1980
Languages Known: Hindi,English and Punjabi
Marital status Unmarried

Personality

I see myself as a responsible, sincere,disciplined person.And

devoted to work ,creative and aptitude for learning more.
Date: Shilpi Khanna
Entrepreneurship and therefore "the entrepreneur", is at the core of what makes an
enterprise succeeds, whether you call it an entrepreneurial firm, a small business, a
family business, a home-based business, or a new business.This page lists and rates
internet ressources related to the subject of entrepreneurship and entrepreneurship
development and should be of interest to existing and potential entrepreneurs, and to
those who train or educate entrepreneurs.

Many definitions of entrepreneurship can be found in the literature describing

business processes. The earliest definition of entrepreneurship, dating from the
eighteenth century, used it as an economic term describing the process of bearing the
risk of buying at certain prices and selling at uncertain prices. Other, later
commentators broadened the definition to include the concept of bringing together the
factors of production. This definition led others to question whether there was any
unique entrepreneurial function or whether it was simply a form of management.
Early this century, the concept of innovation was added to the definition of
entrepreneur-ship. This innovation could be process innovation, market innovation,
product innovation, factor innovation, and even organisational innovation. Later
definitions described entrepreneurship as involving the creation of new enterprises
and that the entrepreneur is the founder.

Considerable effort has also gone into trying to understand the psychological and
sociological wellsprings of entrepreneurship. These studies have noted some common
characteristics among entrepreneurs with respect to need for achievement, perceived
locus of control, orientation toward intuitive rather than sensate thinking, and risk-
taking propensity. In addition, many have commented upon the common, but not
universal, thread of childhood deprivation, minority group membership and early
adolescent economic experiences as ty-pifying the entrepreneur.

At first glance then, we may have the beginnings of a definition of entrepreneurship.

However, detailed study of both the literature and actual examples of entrepreneurship
tend to make a definition more difficult, if not impossible.

In new and emerging businesses, the person who starts the business is often an
entrepreneur; a visionary.

The visionary who starts a business with a fresh idea -- to make something better or
less expensively, to make it in a new way or to satisfy a unique need -- is often not
primarily interested in making money. The visionary wants to do something that no
one else has done because they can, because it is interesting and exciting, and because
it may be meeting a need. Once the business begins to have some success, then the
nature of the processes needed change.

At this stage, the infant business experiences its first set of challenges:

• How does the visionary entrepreneur transfer the skills and the inspiration that
made the little enterprise a success into something larger?
• How does the business deal with cash flow constraints?
• How does it obtain the legitimacy necessary to enable it to borrow?
Often, the visionary is not interested in these issues. Visionaries are notoriously poor
at supervising staff, negotiating with investors, or training successors. The business
now needs a professional management focus, which calls on a different set of skills, to
manage and sustain growth, that are distinct from the skills necessary to start an
enterprise and promote a vision.

Applying management skills allows the adolescent enterprise continues to do well, but
the business culture begins to change. The emphasis of management is structure,
policies, procedures and the bottom line, that is profitability. Then the business
reaches the next challenge: the maturing enterprise now requires a management
structure or governance to create checks and balances and to ensure that the
management focus does not become too powerful and overwhelm the
entrepreneurship necessary to create rapid growth and access new markets.

Businesses in emerging industries go through these three stages characterised by

vision, management, and governance. Upon developing into an institutionalised
company with appropriate governance structures, the business encounters a new set of
challenges that are common to all industries:

• How does the business preserve its vision?

• How does it balance growth, risk, and profitability?
• How does it establish a governance system that holds management
accountable without undermining its independence and flexibility?

To some economists, the entrepreneur is one who is willing to bear

the risk of a new venture if there is a significant chance for profit.
Others emphasize the entrepreneur's role as an innovator who
markets his innovation. Still other economists say that
entrepreneurs develop new goods or processes that the market
demands and are not currently being supplied.

In the 20th century, economist Joseph Schumpeter (1883-1950)

focused on how the entrepreneur's drive for innovation and
improvement creates upheaval and change. Schumpeter viewed
entrepreneurship as a force of "creative destruction." The
entrepreneur carries out "new combinations," thereby helping
render old industries obsolete. Established ways of doing business
are destroyed by the creation of new and better ways to do them.

Blue Banyan on WordPress

March 19, 2009

As part of a new initiative for my company Blue Banyan, we have started a new blog
at http://bluebanyan.wordpress.com. Our company serves as a platform to connect
rural entrepreneurs and artisans with the urban through a variety of marketing and
incubation services. The blog is a way to provide these rural youth with a drawing
board to tell their story and share their dreams and passions. Please do check it out
when you get the chance!

Posted by Shuchi Pandya

Filed in Blue Banyan, Entrepreneurship, Miscellaneous
Tags: Blue Banyan, Rural entrepreneurship, Rural marketing