E2-E3

CONSUMER FIXED ACCESS

Project Udaan and Dosti
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WELCOME
This is a presentation for the E2-E3 Consumer
Fixed Access Module for the Topic: Project
Udaan and Dosti.
Eligibility: Those who have got the Upgradation
from E2 to E3.
This presentation is last updated on 15-3-2011.
You can also visit the Digital library of BSNL to
see this topic.

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Introduction

PSTN or landline service continues to serve the

people across the world, though its significance is
getting diluted in wake of the growth of mobile
services. Lot of improvements have happened in
PSTN since its invention. Landline services
contributed the most to overall revenue of
Incumbent players, which day by day is eroding,
threatening the survival of such operators.

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Introduction

Although in declining phase, landline still has

wide reach and acceptability in the market.
Moreover with the introduction of VAS on
landline it has promising potential for many
more years. This handout dwells upon the
strategy adopted by BSNL for strengthening
its landline business.

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Lesson Objective
Understand the need for special attention
towards Landline service.
Know the BSNLs strategy :-Project Udaan &
Dosti.
To understand and be able to contribute towards
success of Project Udaan & Dosti.

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Recent TRAI report (Apr-June 09)

Share of Broadband subscription in total

Internet subscription increased from 46%
in Mar-09 to 47% in June-09. 86.66% of
the Broadband subscribers are using
Digital
Subscriber
Line
(DSL)
technology.

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Recent TRAI report (Apr-June 09)

ARPU for dialup Internet usage increased
by 2.97% from Rs.236.47 in QE March
2009 to Rs 243.50 for the quarter ending
June 2009
Rural Wireline subscription has been
declining at a faster rate than Urban
subscription, leading to decline in the
share of Rural subscription

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Recent landline growth trend

Service Mar-09 JunProvid
09
er

Net
Rate of Market Market
Addition growth share- shares
Mar-09 Jun-09

BSNL

29.35

28.79 -0.55

-1.9%

77.30% 76.73%

MTNL

3.57

3.55

-0.02

-0.6%

9.41%

9.46%

Bharti

2.73

2.83

0.10

3.7%

7.18%

7.54%

Relianc 1.11
e
Tata
0.92

1.13

0.02

2.0%

2.92%

3.01%

0.95

0.03

3.7%

2.42%

2.54%

HFCL

0.16

0.00

0.2%

0.43%

0.43%

0.16

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BSNL Landline status

Year

#Landline Landline
customers revenue

#Mobile
Mobile
customers revenue

March 2.93 crore 9173

09
crore

4.67 crore 9828

crore

March 2.81 crore 22630

01
crore

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Key issues identified for poor

Performance
Present approach of service delivery not
customer centric
No proactive effort to capture potential
customers
At the time of booking the feasibility status
not informed to customer

No clear demarcation between feasible and

non feasible cases
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Key issues identified for poor

Performance
In case of non-feasible cases, process for refund
of registration charges cumbersome
Lack of effective monitoring of provisioning
process leading to delays
Cables team not a part of provisioning process

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Key issues identified for poor

performance
No accountability/ responsibility assigned to
Cables team to make the connection feasible
No record maintained of the non- feasible cases
not booked/ cancelled due to
non-feasibility
No monitoring of stage wise/ process wise time
taken
Targets for individual process/ activity not fixed
and not monitored
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Voice of the customer?

BSNL should proactively keep me
informed of all
progress.

They said they

were looking into
it but they werent

If the networking team

observe a problem with
the link they should
inform us what went
wrong

I want BSNL to
capture All the
necessary order
information first
time and to
confirm the
order and then
install

I think they should have noticed the fault

before I had to report it. They should have
the line supervised at all times, so when
there is a fault they can contact us. But
normally I have to contact them
Respond to
my request
and meet
timeframes

Keeping to
performance as
promised

To improve the
speed of the
service, they
took too long.

Tell me if this
is a known
fault or you
have prior
knowledge of
an issue.

I expect BSNL to
advise the tariff
plan suitable to
my needs

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I want BSNL to fix my

issue quickly and meet
the commitment you
made without me
having to prompt and
chase.

They didnt install

what I originally
ordered and
therefore I had to
buy myself a modem
which incurred more
costs

Objectives of Project Udaan

Customer segmentation: Create discrete
segments of customers based on their usage
profile & understand the key requirements &
issues
Product / pricing design & concept testing:
Create pricing / product innovations to
address specific requirements of each of the
customer segments identified
Sales force design: Put in place the structure
of retail sales force, associated sales
processes, incentive scheme for fixed access
services retail sales
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Objectives of Project Udaan

Customer service processes: Improve &
Implement key processes for various channels of
customer service (e.g. CSCs, call centres,
broadband helpdesk etc.)

Service delivery & service assurance processes:

Create a dedicated team to identify and resolve
issues, along with the associated interfaces to
sales and customer service.

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Udaan approach

Proactive ways introduced for capturing

potential customers
Introduction of BSNL Sales teams
Feasibility check done before collecting
documents and registration fees.
The feasibility status informed to the customer
invariably.

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Udaan approach

The record of non-feasible requests which

could not materialize, maintained with Cables
team.

Apart from the normal channels of monitoring,

separate SDSA team members help in
monitoring and resolving the issues between
Sales and Outdoor teams.

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Pre Udaan
1.No detailed data base for leads received at BB /
Call Centre /SMS / website.
2.No structured process to capture leads and
contact potential subscribers at their door step
3.No mechanism to follow-up and track status of
leads
4.Status of feasibility unknown at the time of
booking a connection.
5.Monitoring system, Admn. report by Team
Leaders - not available.
6.All customers receive a physical copy of bill by
default
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Post Udaan
1. Consolidated database for leads from all Channels
2.Interfaces between customer service, sales and
network operations defined
3.Web based IT Tool allows capture and tracking the
status of leads
4. Feasibility verified prior to OB generation
5.End-to-end tracking of leads from origination to
provisioning of a connection is now possible
6.Provide the customer with option to opt for e-bill
(under evaluation)

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Udaan Team
SSA HEAD

Product, Pricing &

Analytics team

Sales & alliances

Team

Customer service
team

SD / SA (Network
operations) team

Team Leader:

Team Leader:

Team Leader:

Team Leader:

4 JTOs / SDEs / TTA

Mix of JTOs / SDEs /

TTA & group C/D
employees

10-12 existing call

center employees
10-12 CSC employees

Team of JTOs / SDEs /

TTA & group C/D
employees

Define sales strategy

Direct selling to
current & potential
customers
Manage other channels
Alliances with PC
vendors, builders, bulk
sales etc
Promotional activities

Define CS strategy
role & process at call
centers / CSC
Identify & implement
CS initiatives

Define & implement

initiatives:
To efficiently
deliver services
To resolve
customer
complaints faster

Segment customers,
size and identify
issues
Collect & analyze data
Define & implement
new product features,
pricing plans, value
added services

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Interaction map
Customers
Customer channels
Delivery acceptance

CSC

Connection
requests

BB call
centre
LL call
centre
CO

Technical acceptance

Sales Team
Leads &
disconnection
requests

Ensure
delivery

SMS

Website

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Service Delivery /
Service Assurance
(Network Operations)
Team

Interactions among team members

Project Manager
SSA Head

Head Sales

Facilitate resolution of roadblocks

Review performance

Head SD-SA

Discuss and resolve issues

Send requests, work orders

Sales Team
Leader

Update on completed requests

Sales associates

DE

SD-SA
SDE/JTO

SDE

Dedicated for monitoring

timely execution of OBs
JTO (od)

...

...

...

Directly get feasibility check

done

Line Man

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...

...

...

Process changes
Activity
General / technical & tariff
enquiries
New connection request

Key changes in current process

Learn
Deliver product / plan brief to customer & route
lead to sales for follow up
Get
Route customer leads from call centre, BB
helpdesk, SMS and online to sales
Fix/Change Check status of complaint / Provide up-to-date status to customers on
connection request
queries / new connections / complaints
Connection not working
Capture nature of complaint and route to
relevant SD / SA team
Change of plan
Route to sales or SD / SA based on new or
legacy customer respectively
Pay
Stay
Disconnection request
Understand reason for disconnection and
escalate to sales team
Change of location
Route to relevant sales team lead

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Concluding Remarks on Project Udaan

The success of Project Udaan lies on each

one of us. We must realize that at present
BSNL is the market leader in Fixed Access
with over 75% market share and Fixed
Access contributes to 46% of the
operational costs.

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Concluding Remarks on Project Udaan

With ever increasing usage of internet and

massive Copper network of BSNL, only push
selling approach is required. Unless we expand
our wired broadband market now we may face
stiff challenge when wireless broadband
becomes fully operational with all its might.

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Your reimbursements
Role

Reimbursement type ( travel,

meal, mobile)

Reimbursement
amount / month

Sales Associate Travel(Rs 1 000) & meal (Rs400)

Mobile (Rs.500 for non executive,
if not already provided)

Rs.1400 + Rs.500

Sales Team
Leader

Rs.1,400

Travel, meal

Base reimbursement to be given only if Sales

Associate & Sales Team Leaders achieve minimum
of 10 connections in the month (for the SalesTeam
Leaders, it is average achievement of team objective
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Project Dosti
The overall objective of Project Dosti is to reduce
decline in BSNLs PCO business by reducing
churn of existing PCO operators and innovating
of PCO business model to generate new revenue
sources (both for BSNL and PCO owner).
Increase PCO connections through reduction in
churn & sale of new connections
Facilitate sale of Broad-Band Enabled services
model to existing and new PCOs
3.Convert PCOs to sell full spectrum of BSNL
products & services
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Project Dosti
Key activities
In-depth analysis to identify key issues faced by
PCO subscribers
- Market Research and group discussions with
PCO owners
- Interviews conducted with dealers/DSAs of
various telecom providers
- Interviews conducted with in-house sales force of
competitors and BSNL staff

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Project Dosti
Key activities
Action plan developed to increase sales and
reduce churn
1. Improve management of DSA channel
2. Improve customer service and pricing
Plan developed to facilitate sale of Broad-Band
Enabled services model
1. Central team to create tie ups with banks,
vendors
2. Marketing support team to help create
awareness
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Project Dosti
Todays PCO business with a lot of operators now
in PCO business, the competition is really cut
throat.
The service providers are trying to lure away the
prospective/existing PCO owners to keep their
brands. Commission, call cost, service quality and
care of the service provider.
While most service providers want that the PCO
owners should become one stop solution
provider of their products, the PCO owners are
always interested in more profits.
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Project Dosti

With almost identical services and Tariffs,

incremental innovation has become the deciding
factor. It may be remembered that sometimes
some unethical practices are also adopted by a
few PCO owners which result in non realization of
billed amounts. So this aspect has to be
particularly taken care by the service providers.

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Project Dosti
The PCOs in BSNL
BSNL is today offering following types of
PCOs :Conventional Landline PCOs (manned)
CCB PCOs
WLL or CDMA PCOs
FLPP PCOs
IN PCOs
GSM PCOs

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Project Dosti
Improvement of after sales/servicing facilities to
these PCO owners
Awareness creation about new schemes to these
PCO owners through direct contacts, pamphlets etc.
Competitive product and pricing
Enhance sale of broadband enabled products
through strategic tie ups
Better DSA channel management
Push sale of all products through PCOs

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Project Dosti
Continuous monitoring of performance of PCOs
Launch of innovative ideas
Attractive commission structure
Flexible bill payment but strict realization of
outstanding amounts
Prominent display of glow sign boards towards
increased visibility of brand
Loyalty schemes
Faster provisioning
Efficient complaint handling

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Project Dosti
What needs to be done?
As is evident from above, BSNL is providing all
types of PCOs. Despite this, its market share is about
30%.
The reason is that we never used to consider the
PCO owners our business partners. There was no
mechanism of any official feedback from them.
The initial registration cost is a bottleneck and
paper formalities so cumbersome that the
prospective customers almost run away.

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Project Dosti
The after sales service & marketing initiatives about
new schemes leave enough scope for improvement.
But, with a tele-density of over 40, the PCO business
is almost getting saturated. The thrust areas, which
Project Dosti is focusing are:
Frequent meetings with existing PCO owners to
enhance their comfort level
Conducting interviews with PCO owners of other
providers to gauge their expectations

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For internal circulation of BSNL only