121 CHAPTER – 4: DATA ANALYSIS AND RESULTS Section – A: Perceptions of Customers on Customer Relationship Quality in BSNL In this chapter the findings of the survey of BSNL customers in respect of the customer relationship quality and its antecedents - loyalty, customer trust, customer commitment, customer satisfaction and perceived value are presented. First, the descriptive statistics describing sample profile and the model variables are presented, following this the results of testing of the hypotheses were discussed. The perceptions of the respondents on the different aspects of relationship quality are analyzed and the influence of gender, age, occupation, type of service and usage period on the perceptions is elaborated. Then, the hypothesized relationships of various constructs are examined. 4.1.1 Profile of Respondents Table 4A.1 presents the characteristics of the 544 respondents. The sample has 52.2 per cent of respondents from 21-35 years age group and 29.5 per cent form above 46 years age group and 5.1 percent are below 20 years and 36 to 45 years age group constitutes 13.2 percent. Gender–wise, the sample is dominated by male; they
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121
CHAPTER – 4:
DATA ANALYSIS AND RESULTS
Section – A:
Perceptions of Customers on
Customer Relationship Quality in BSNL
In this chapter the findings of the survey of BSNL customers in
respect of the customer relationship quality and its antecedents -
Table 4A.2 provides the details of length of usage period, type of
service and average monthly billing. The respondents are mostly users
of mobile services for more than one year. About 42.6 per cent of the
respondents have usage period less than one year. The remaining
57.4 per cent are using for more than one year. About 35.4 per cent of
them are using it for more than three years. When it comes to the type
of service, most of them have been using pre-paid service. About 73.5
per cent of the respondents are using pre-paid service. With regards
to spend most of the respondents (68.8 per cent), spend monthly less
than Rs.500. About 27.9 per cent of the respondents spend monthly
in Rs.500 - Rs.1000 range. The remaining 3.3 per cent are heavy
users, in the range of Rs.1000 and above.
Table 4A.2: Service Usage Information (N=544)
Aspect Response Categories Frequency Percentage
Length of Usage (Period)
Less than one Year 232 42.6 One to three years 126 23.2
More than three Years 186 34.2
Type of service Cellular Prepaid 400 73.5
Cellular Post Paid 144 26.5
Average monthly spend
Less than Rs. 500 374 68.8 Rs. 501 – 1000 152 27.9
Rs. 1001 – 3000 12 2.2
More than Rs. 3000 6 1.1
124
4.1.3 Switch Information
The BSNL mobile users under study are inquired whether they
are first time users or switchers to BSNL. Tables 4.3, 4.4 and 4.5
provide information. For about 58 per cent of respondents, this is first
mobile communication (Table 4A.3). The remaining 42 per cent have
switched from other services. The main reasons for switch are poor
coverage (35.7 per cent) and high prices (34.9 per cent). Among other
reasons mentioned by some of the respondents is poor customer
service (18.6 per cent) and less value added services (10.9 per cent).
The switch has been from different service providers. However, it is
from Airtel that significant number of the respondents (31.8 per cent)
migrated to BSNL.
Table 4A.3: Service Change Information (N=544)
Aspect Response Categories Frequency Percentage
First mobile connection Yes 318 58.0
No 226 42.0
Table 4A.4: Reasons for Switch (N=226)
Reasons Frequency Percentage Poor coverage 80 35.4 Higher prices 79 34.9 Poor Customer Services 42 18.58 Less value added services 25 11.12
125
Table 4A.5: Previous Service Provider (N=226)
Service provider Frequency Percentage
Airtel 72 31.8 Vodafone 40 17.8 Idea 33 14.7 Tata Indicom 28 12.4 Aircel 26 11.6 Reliance 23 10.1 Spice 04 01.6 For purpose of analyzing impact of customer characteristics only
the important parameters of gender, age, occupation, type of
service and period of usage are considered. Considering ARPU and
MOU, the age is grouped into two classes up to 35 and above 35;
occupation is grouped into students and employees (income
managing groups ). Similarly period of usage is grouped into up to
one year and above one year. This is done in consultation with
industry experts to give focus to segments.
4.2 RELIABILITY TESTING OF RESEARCH INSTRUMENT
To test the internal reliability of the model variables and the
items used, the Cronbach’s alpha is calculated for the constructs
table 4A.6 shows the results based on customer survey data.
In this survey, there are total 544 filled in questionnaires
that are complete, i.e. no missing data in the questionnaires. For
the fourteen constructs that this study focused on, it is necessary
to measure internal reliability of each construct with its different
126
number of items. To test the internal reliability, the Cranach’s
alpha is calculated for the construct with items used to design the
construct. If the items are multi-dimensional, Cronbach’s alpha
will generally be low. For the constructs included in this research
model, Cronbach’s alphas is ranging from 0.755 to 0.885 (Table
4A.6), which is larger than 0.7; a level considered “acceptable” in
most social science research (Nunnally 1978).
Table 4A.6: Cronbach’s Alpha for Model Constructs S. No Construct Number of
items Cronbach’s alpha
1 Tariff 6 .848
2 Brand image 4 .836
3 Network coverage 3 .833
4 Customer service 3 .755
5 Value added services 3 .809
6 Customer satisfaction 3 .814
7 Complaint behavior 5 .761
8 Complaint handling 2 .764
9 Trust 4 .885
10 Affective commitment 4 .855
11 Calculative commitment 4 .802
12 Normative commitment 6 .849
13 Loyalty 10 .880
14 Relationship quality 3 .861
Table 4A.7: Correlation of Items with the Construct of Survey Instrument Item Correlation of
Item to construct
Cronbach's Alpha if Item Deleted
TF1. The cell phone has good level of performance for the money I pay
.666** .815
TF2. The offers of BSNL are relatively better than the offers announced by other service providers in the market
.572** .833
127
Item Correlation of Item to construct
Cronbach's Alpha if Item Deleted
TF3. The price of cell phone services is more than fair for the performance I receive
.561** .835
TF4. Promotional offers from BSNL are worth the money
.747** .798
TF5. There is benefit from the offers given by BSNL in Road shows
.526** .841
TF6. The new schemes/tariffs/discounts/rebates offering by BSNL are attractive
.706** .808
NW1. The quality of the BSNL cellular network is always good
.775** .681
NW2. The call quality of the BSNL network is always good
.633** .824
NW3. The coverage of the BSNL network is good
.674** .786
VA1. BSNL has variety of value-added services
.670** .727
VA2. BSNL provides convenience to the customers for the use of value- added services.
.659** .738
VA3. Value-added services of BSNL are up-to-date
.648** .750
CV1. Process of changing plan is convenient.
.619** .632
CV2. BSNL provides a variety of customer support systems
.571** .694
CV3. Complaint processing is fast at BSNL.
.574** .685
BI1. BSNL is successful .746** .755 BI2. BSNL is reputed .659** .798 BI3. BSNL has brand image .675** .789 BI4. BSNL is socially responsible .597** .822
CS1. I am satisfied with the BSNL cellular service
.720** .690
CS2. The BSNL cellular services met my expectations
.659** .752
128
Item Correlation of Item to construct
Cronbach's Alpha if Item Deleted
CS3. The BSNL services are successful in creating good image in the minds of its customers
.630** .781
CB1. I have several times voiced my complaints with BSNL
.506** .726
CB2. I have problems with the service offered by BSNL
.417** .756
CB3. I complain to other consumers if I experience a problem with BSNL
.482** .734
CB4. I complain to consumer forum if I experience a problem with BSNL
.574** .702
CB5. I switch to a competitor if I experience a problem with BSNL
.673** .662
CH1. In my view, the company is efficient in dealing with complaints
.619** .672
CH2. I am sure, the company is responsive to customer complaints
.619** .684
TR1. I know the company is reliable, not opportunistic in providing services
.763** .851
TR2. I know the company cares about customers
.751** .854
TR3. In my view, the company is honest in all its dealings with customers
.769** .844
TR4. I am sure, the company services are predictable
.732** .859
AC1. I do feel a strong sense of belonging to BSNL services
.793** .774
AC2. I feel happy to stay with BSNL services
.725** .804
AC3. I don’t think I would easily become a customer of another cellular services provider
.619** .847
AC4. BSNL has a great deal of value for me
.667** .829
CC1. It would be too costly to me to change BSNL services, therefore I stay
.607** .758
129
Item Correlation of Item to construct
Cronbach's Alpha if Item Deleted
CC2. One of the major reasons I continue to use BSNL is that leaving would require considerable personal inconvenience I switch if number portability is available
.674** .726
CC3. Right now staying with BSNL is a matter of necessity and desire
.593** .763
CC4. Too much in my life would be disturbed if I decided to leave BSNL now
.596** .762
NC1. I do believe that one must always be loyal to BSNL
.694** .811
NC2. I think that people these days move from one service to another service too often
.436** .859
NC3. Jumping from one service to another service seems unethical to me
.653** .820
NC4. I was taught to believe in the value of remaining loyal to BSNL
.718** .806
NC5. I would not leave BSNL now, because I have a sense obligation to it (my organization wants me to use only BSNL)
.637** .823
NC6. If I get another offer I would not feel right to leave BSNL
.662** .818
PI1. I will continue to subscribe to BSNL services
.797** .853
PI2. I continue to recharge my SIM card to have BSNL service
.747** .858
PI3. I consider in BSNL as a my first choice in subscribing to cellular services
.736** .859
PI4. I recommend BSNL services to other people
.788** .855
PI5. I talk to other people about BSNL services
.673** .864
PS1. I am willing to go to another service provider that offers more attractive prices
.415** .884
130
Item Correlation of Item to construct
Cronbach's Alpha if Item Deleted
PS2. I am willing to pay a higher price to BSNL than to other service providers for the benefit I currently receive from BSNL because of my strong relationship with BSNL
.248** .892
PS3. I am willing to go to other service providers if they offer better services at the same price
.377** .886
PO1. I continue BSNL because their image comes close to reflecting my life style
.760** .857
PO2. I continue to use BSNL services because their services make me feel important
.593** .870
RQ1. I like to be a regular customer of BSNL and use BSNL services continuously
.764** .785
RQ2. BSNL is reliable and upgrades the tariff and service regularly to be competitive and encourages customers to avail new and innovative plans
.731** .815
RQ3. I am satisfied with quality of relationship maintained by BSNL
.730** .812
**Significant at 0.01 level.
The correlation of all the items is satisfactory except PS2. Hence
further analysis can be performed.
4.3 PERCEPTIONS ON MODEL VARIABLES
4.3.1 Perceived Value
Table 4A.8 and Table 4A.9 show the views on perceived value
of BSNL mobile services in respect of five dimensions: tariff,
network coverage, value added services, customer services and
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brand image. From Table 4A.8 which presents the mean scores of
the five dimensions, it can be observed that the mean ranges from
3.11 to 3.24, the standard deviation range from 0.8 to 0.99. Of the
five dimensions, customer service possessed the lowest mean and
brand image the highest. In terms of variance, tariff has lowest
variability and network coverage has the highest. Perceived value is
the indicator of value of service in the eyes of customer and is very
critical for customer satisfaction, trust, commitment and through
these parameters influences loyalty and customer relationship
quality. The sources of perceived value consists of factors on which
service provider has control to a large extent and knowing the
customer perception on these factors is very important to service
provider. Brand image and tariff have better rating compared to
others.
Table 4A.8: Perceived Value of Cellular Services (N=544)
Respondent customers have accorded neutral to positive views
on perceived value and customer satisfaction. They expressed that
they have no problems. As shown in Table 4A.23, the respondents
disagreed with statement – ‘I have problems with the service offered
by BSNL (2.82)’.
Do they complain if they have a problem? It seems no. They
took negative stand on the statement – ‘I have several times voiced my
complaints with BSNL (2.67)’ and ‘neutral stand on the statements
that indicated interest in complaining to other customers (3.01)’ and
‘consumer forum (2.95)’.
Do they switch to competitor services? The answer seems to
be negative. The mean score of the statement – ‘I switch to a
competitor if I experience a problem with BSNL is 2.93’.
153
Table 4A.23: Complaint Behavior (N= 544)
Statement Mean SD
I have problems with the service offered by BSNL 2.82 1.11 I have several times voiced my complaints with BSNL 2.67 1.12 I complain to other consumers if I experience a problem with BSNL.
3.01 1.04
I complain to consumer forum if I experience a problem with BSNL.
2.95 1.10
I switch to a competitor if I experience a problem with BSNL.
Table 4A.35: Complaint Handling -Period of Usage (N=544) Statement Up to 1 yr
(N=312) Over 1 yr (N=232) F value
Mean SD Mean SD
In my view, the company is efficient in dealing with complaints
2.70 0.96 3.08 1.12 17.22*
I am sure, the company is responsive to customer complaints
2.90 0.97 3.22 1.03 13.82*
4.3.5 Trust
Do the respondent customers have trust in BSNL services?
Results in Table 4A.36 indicate yes. The respondents have
indicated mild agreement with the views - BSNL is reliable (3.24),
cares about customers (3.33), honest (3.33) and provides
predictable services (3. 26).
Table 4A.36: Trust in BSNL (N=544) Statement Mean SD
I know the company is reliable, not opportunistic in providing services.
3.24 1.22
I know the company cares about customers. 3.33 0.97 In my view, the company is honest in all its dealings with customers.
3.33 0.11
I am sure, the company services are predictable. 3.26 1.02 Scale: 5-Strongly agree 4- Agree 3-Neutral 2-Disagree 1- Strongly disagree *Significant 0.05 level;
162
Hypothesis- 8
There is no difference in the perception of the customers of BSNL AP
Telecom circle on trust, due to gender, age, occupation, type of
service and period of usage.
The hypothesis is divided into 5 sub hypotheses to cover
gender, age, occupation, type of service and period of use (8a-8e).
One way ANOVA test was conducted. The F and p values are
shown in the Table 4A.35 along with reject or fail to reject decision
of hypothesis.
Age, occupation and period of use will make difference to the
perceptions of customers on trust.
Table 4A.37: Results of One Way ANOVA: Hypotheses- 8a-8e
Dependent Variable
Independent Variables
Gender Age Occupation
Type of service
Period of usage
a B c d e
Trust
F
8
0.13 27.04 3.75 0.00 56.20
Sig 0.72 0.00 0.01 0.99 0.00
Test Result
H8 a : Failed to Reject
H8 b : Rejected
H8 c : Rejected
H8 d : Failed to Reject
H8 e : Rejected
Rejected: There is difference . Failed to reject: There is no difference. Significant at 0.05 level
Age, occupation and period of use will make difference to the
perceptions of customers on trust.
Item wise analysis of the influence of gender, age,
occupation, type of service, period of usage on trust is given below:
Analysis across gender indicates that the views of male and
female respondents are similar. Table 4A.38 shows that the
163
differences in views are not statistically significant. Both the groups
have positive trust views.
Table 4A.38: Trust in BSNL across Gender (N=544)
Statement Male (N=406) Female (N=138) F value Mean SD Mean SD
I know the company is reliable, not opportunistic in providing services.
3.29 1.21 3.24 1.26 2.69
I know the company cares about customers.
3.32 0.99 3.35 0.94 0.12
In my view, the company is honest in all its dealings with customers.
Commitment of customers to BSNL services is evaluated in
respect of three aspects- affective, calculative and normative and
presented in Table 4A.43.
166
Table 4A.43: Commitment to BSNL (N=544)
Dimension Statement Mean SD
Affective I do feel a strong sense of belonging to BSNL services.
3.19 1.21
I feel happy to stay with BSNL services. 3.36 1.11 I don’t think I would easily become a customer of another cellular services provider.
3.07 1.15
BSNL has a great deal of value for me. 3.15 0.99 Calculative It would be too costly to me to change
BSNL services, therefore I stay. 2.79 1.09
One of the major reasons I continue to use BSNL is that leaving would require considerable personal inconvenience. I switch if number portability is available
2.91 0.95
Right now staying with BSNL is a matter of necessity and desire.
2.91 1.00
Too much in my life would be disturbed if I decided to leave BSNL now.
2.93 0.98
Normative I do believe that one must always be loyal to BSNL.
2.91 1.06
I think that people these days move from one service to another service too often.
3.48 1.04
Jumping from one service to another service seems unethical to me.
2.98 1.14
I was taught to believe in the value of remaining loyal to BSNL.
3.07 1.09
I would not leave BSNL now, because I have a sense obligation to it.
3.24 0.96
If I get another offer I would not feel right to leave BSNL.
Affective commitment is weak but positive. The respondents
indicated moderate agreement with the following views: feel sense
of belonging (3.19), fell happy to stay with (3.36), don’t easily go
other competitor (3.07) and BSNL has great value for customer
(3.15).
167
Calculative commitment is indicated by disagreement with
statements that indicate barriers to switch. Table 4A.43 has shown
disagreement of customers with the following statements that
indicate barriers like cost (2.79), personal inconvenience (2.91), too
much disturbance to life (2.93) and staying with BSNL is a matter
of necessity and desire (2.91).
In respect of normative commitment, it is found that respondent
customers believe in switch as their right. They disagreed with the
statements-
• I do believe that one must always be loyal to BSNL(2.91)
• Jumping from one service to another service seems unethical
to me (2.98).
However, some contradiction is seen in their expression. They
agreed with the statements – ‘I was taught to believe in the value of
remaining loyal to BSNL (3.07)’ and ‘I would not leave BSNL now,
because I have a sense obligation to it (3.24)’. The ambivalence
might be by the observation of the behavior of other customers.
They agreed with the view – ‘I think that people these days move
from one service to another service too often (3.48)’.
168
Influence of demographics
Hypothesis - 9
There is no difference in the perception of the customers of BSNL AP
Telecom circle on commitment, due to gender, age, occupation, type
of service and period of usage
The hypothesis is divided into 5 sub hypotheses to cover gender,
age, occupation, type of service and period of use (9a-9e).
One way ANOVA test was conducted. The F and p values are
shown in the table along with reject or fail to reject decision of
hypothesis.
Table 4A.44: Results of one way ANOVA: Hypotheses- 9a-9e
Dependent Variable
Independent Variables
Gender Age Occupation
Type of service
Period of usage
a B c d e
Commitment
F
9
1.24 30.87 9.35 0.19 35.66
Sig 0.27 0.00 0.00 0.66 0.00
Test Result
H9 a : Failed to Reject
H9 b : Rejected
H9 c : Rejected
H9 d : Failed to Reject
H9 e : Rejected
Rejected : There is difference . Failed to reject: There is no difference . Significant at 0.05 level
F and sig values indicate that age, occupation and period of
usage will make difference in the perception of customers on
commitment
Item wise analysis of the influence of gender, age, occupation, type
of service, period of usage on complaint handling is given below:
Table 4A.45 shows the analysis across gender. The
differences in views on commitment are not statistically significant.
As such, it can be said gender has no influence on the
169
commitment of respondents. Affective commitment is positive and
calculative commitment is negative for both the genders. Females
have more positive view than male.
Table 4A.45: Commitment to BSNL across Gender (N=544)
Dimension Statement Male (N=406)
Female (N=138)
F value
Mean SD Mean SD Affective I do feel a strong sense
of belonging to BSNL services.
3.22 1.20 3.09 1.23 1.15
I feel happy to stay with BSNL services.
3.39 1.09 3.36 1.16 0.73
I don’t think I would easily become a customer of another cellular services provider.
3.10 1.08 3.00 0.96 0.90
BSNL has a great deal of value for me.
3.17 1.07 3.10 0.94 0.58
Calculative It would be too costly to me to change BSNL services, therefore I stay.
2.87 1.82 2.57 0.99 8.41*
One of the major reasons I continue to use BSNL is that leaving would require considerable personal inconvenience. I switch if number portability is available
2.93 0.94 2.85 0.99 0.82
Right now staying with BSNL is a matter of necessity and desire.
3.01 1.00 2.89 1.00 1.39
Too much in my life would be disturbed if I decided to leave BSNL now.
2.97 1.03 2.84 0.86 1.94
Normative I do believe that one must always be loyal to BSNL.
2.99 1.06 2.92 1.07 0.55
170
Dimension Statement Male (N=406)
Female (N=138)
F value
Mean SD Mean SD I think that people these days move from one service to another service too often.
3.50 1.04 3.41 1.06 0.82
Jumping from one service to another service seems unethical to me.
2.97 1.15 3.00 1.13 0.08
I was taught to believe in the value of remaining loyal to BSNL.
3.12 1.10 2.95 1.05 2.85
I would not leave BSNL now, because I have a sense obligation to it.
2.25 0.97 3.19 0.91 0.47
If I get another offer I would not feel right to leave BSNL.
Age wise analysis is portrayed in Table 4A.44. Statistically
significant differences in commitment views are observed between
the two groups - the younger (below 35 years) and the elder (35
years and above). The younger group is less committed than the
elder group. In case of affective commitment, they disagree with ‘I
do feel a strong sense of belonging to BSNL services’ (2.78) and
‘BSNL has a great deal of value for me’ (2.96). This indicates that
they have less affective commitment.
However, they agree with the statement – ‘I feel happy to stay
with BSNL services’ and disagree with the statement ‘I don’t think I
171
would easily become a customer of another cellular services provider’.
This is indicative of their lack of interest in switching. As such
affectively, they have less commitment but also less interest in
switching.
In case of calculative commitment, they have shown
disagreement indicating that cost and inconvenience, disturbance is
less deterrents to their preference to switch.
In case of normative, they disagreed with staying logic and values and
disagreed with the statement ‘I do believe that one must always be
loyal to BSNL (2.72)’ but gave comfort to BSNL by agreeing with the
statement – ‘I would not leave BSNL now, because I have a sense
obligation to it (3.10)’. From the above analysis it is clear that the
younger respondents do not entertain commitment feelings or logic
and also are aware that many are switching. They are not ready to
switch without having their own reason.
Table 4A.46: Commitment to BSNL across Age (N=544)
Dimension Statement
Up to 35 yrs (N=312)
Above 35 yrs (N=232)
F value
Mean SD Mean SD
Affective
I do feel a strong sense of belonging to BSNL services.
2.78 1.22 3.70 0.98 90.00*
I feel happy to stay with BSNL services.
3.13 1.09 3.67 1.07 33.42*
I don’t think I would easily become a customer
2.82 0.98 3.39 1.05 43.45*
172
Dimension Statement
Up to 35 yrs (N=312)
Above 35 yrs (N=232)
F value
Mean SD Mean SD
of another cellular services provider. BSNL has a great deal of value for me.
2.96 0.96 3.39 0.98 26.21*
Calculative
It would be too costly to me to change BSNL services, therefore I stay.
2.47 1.03 3.19 1.04 65.18*
One of the major reasons I continue to use BSNL is that leaving would require considerable personal inconvenience. I switch if number portability is available
2.79 0.96 3.08 0.91 12.72*
Right now staying with BSNL is a matter of necessity and desire.
2.85 0.94 3.14 1.04 11.17*
Too much in my life would be disturbed if I decided to leave BSNL now.
2.84 0.92 3.05 1.05 6.00*
Normative
I do believe that one must always be loyal to BSNL.
2.72 1.07 3.30 0.95 43.50*
I think that people these days move from one service to another service too often.
3.26 1.01 3.75 1.02 31.08*
Jumping from one service to another
2.86 1.07 3.14 1.21 8.15*
173
Dimension Statement
Up to 35 yrs (N=312)
Above 35 yrs (N=232)
F value
Mean SD Mean SD
service seems unethical to me. I was taught to believe in the value of remaining loyal to BSNL.
2.84 1.10 3.38 1.10 33.72*
I would not leave BSNL now, because I have a sense obligation to it.
3.10 0.91 3.41 0.98 14.31*
If I get another offer I would not feel right to leave BSNL.
Table 4A.47 presents analysis of perception due to occupation
on commitment. Statistically significant differences are reported in
case of four statements. Three of them are in terms of degree of
disagreement. One of them shows difference in zone of perception.
The statement – ‘I was taught to believe in the value of remaining loyal
to BSNL is not accepted by students (2.74) and accepted by
employed(3.12).’ This indicates change in the attitude of generation Y.
174
Table 4A.47: Commitment to BSNL across Occupation (N=544)
Dimension Statement
Employed (N=476)
Student (N=68)
F value
Mean SD Mean SD
Affective
I do feel a strong sense of belonging to BSNL services.
3.21 1.18 3.03 1.37 1.41
I feel happy to stay with BSNL services.
3.41 1.07 3.11 1.32 4.83
I don’t think I would easily become a customer of another cellular services provider.
3.07 1.04 3.09 1.14 0.02
BSNL has a great deal of value for me.
3.13 1.00 3.25 0.93 0.86
Calculative
It would be too costly to me to change BSNL services, therefore I stay.
2.84 1.09 2.49 1.09 6.61*
One of the major reasons I continue to use BSNL is that leaving would require considerable personal inconvenience. I switch if number portability is available
2.93 0.92 2.79 1.14 1.46
Right now staying with BSNL is a matter of necessity and desire.
3.00 1.00 2.83 0.99 1.66
Too much in my life would be disturbed if I decided to leave BSNL now.
2.97 0.97 2.69 1.03 4.95*
Normative
I do believe that one must always be loyal to BSNL.
3.00 1.06 2.78 1.05 2.77
I think that people these days move from one service to another service too often.
3.47 1.05 3.54 1.00 0.31
Jumping from one service to another service seems unethical to me.
2.98 1.13 2.97 1.24 0.00
175
Dimension Statement
Employed (N=476)
Student (N=68)
F value
Mean SD Mean SD
I was taught to believe in the value of remaining loyal to BSNL.
3.12 1.07 2.74 1.19 7.55*
I would not leave BSNL now, because I have a sense obligation to it.
3.24 0.95 3.23 1.00 0.00
If I get another offer I would not feel right to leave BSNL.
According to Table 4A.48, commitment is examined across type
of service. Statistically significant differences are found only in one
aspect. Postpaid disagreed (2.85) while prepaid (3.16) agreed with the
statement – ‘I was taught to believe in the value of remaining loyal to
BSNL’.
Table 4A.48: Commitment to BSNL across Type of Service (N=544)
Dimension Statement
Prepaid (N=400)
Postpaid (N=144)
F value
Mean SD Mean SD
Affective
I do feel a strong sense of belonging to BSNL services.
3.18 1.21 3.15 1.19 0.08
I feel happy to stay with BSNL services.
3.37 1.13 3.31 1.07 0.35
I don’t think I would easily become a customer of another cellular services provider.
3.09 1.03 3.01 1.10 0.60
BSNL has a great deal of value for me.
3.17 0.99 3.04 0.97 1.86
Calculative It would be too costly to me to change BSNL
2.80 1.12 2.70 0.98 0.90
176
Dimension Statement
Prepaid (N=400)
Postpaid (N=144)
F value
Mean SD Mean SD
services, therefore I stay. One of the major reasons I continue to use BSNL is that leaving would require considerable personal inconvenience. I switch if number portability is available
2.88 0.98 2.96 0.85 0.69
Right now staying with BSNL is a matter of necessity and desire.
2.97 0.95 2.96 1.11 0.01
Too much in my life would be disturbed if I decided to leave BSNL now.
2.93 0.95 2.91 1.02 0.06
Normative
I do believe that one must always be loyal to BSNL.
3.01 1.05 2.84 1.08 2.91
I think that people these days move from one service to another service too often.
3.46 1.04 3.51 1.04 0.23
Jumping from one service to another service seems unethical to me.
2.99 1.11 2.92 1.18 0.43
I was taught to believe in the value of remaining loyal to BSNL.
3.16 1.05 2.85 1.13 8.90*
I would not leave BSNL now, because I have a sense obligation to it.
3.27 0.95 3.10 0.96 3.65
If I get another offer I would not feel right to leave BSNL.
The differences in commitment between the new customers (less
than one year usage) and more experienced customers (more than one
year usage) are shown in Table 4A.49. According to it, significant
differences are seen between them. The experienced group is more
committed than the new customer group. The mean scores are higher
for all statements
Table 4A.49: Commitment to BSNL across Period of Usage (N=544)
Dimension Statement Up to 1 yr (N=312)
Over 1 yr (N=232) F value
Mean SD Mean SD
Affective
I do feel a strong sense of belonging to BSNL services.
2.59 1.17 3.63 1.04 118.01*
I feel happy to stay with BSNL services.
2.99 1.02 3.63 1.09 48.03*
I don’t think I would easily become a customer of another cellular services provider.
2.84 1.01 3.24 1.05 19.18*
BSNL has a great deal of value for me.
2.87 0.99 3.36 0.95 36.64*
Calculative
It would be too costly to me to change BSNL services, therefore I stay.
2.47 1.14 3.02 0.99 35.45*
One of the major reasons I continue to use BSNL is that leaving would require considerable personal inconvenience. I switch if number portability is available
2.90 0.98 2.92 0.93 0.02
Right now staying with BSNL is a matter of necessity and desire.
2.80 0.96 3.10 1.01 12.39*
178
Dimension Statement Up to 1 yr (N=312)
Over 1 yr (N=232)
F value
Too much in my life would be disturbed if I decided to leave BSNL now.
2.92 0.96 2.94 1.00 0.05
Normative
I do believe that one must always be loyal to BSNL.
2.65 1.09 3.22 0.97 41.35*
I think that people these days move from one service to another service too often.
3.08 0.99 3.78 0.98 67.19*
Jumping from one service to another service seems unethical to me.
2.87 1.01 3.06 1.23 3.60
I was taught to believe in the value of remaining loyal to BSNL.
2.86 1.17 3.24 1.00 15.93*
I would not leave BSNL now, because I have a sense obligation to it.
3.06 0.93 3.37 0.96 13.71*
If I get another offer I would not feel right to leave BSNL.
The loyalty is studied in respect of three dimensions- purchase
intentions, price insensitivity and position involvement. Table
4A.50 shows the mean values obtained from the responses to these
dimensions.
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• Positive purchase intentions - The respondents indicated
positive purchase intentions. The mean scores of all the five
items ranged from 3.23 to 3.41.
• Price insensitivity - Respondents are price insensitive to some
extent. They disagreed with the statement – ‘I will go to others
who offer attractive prices (2.92)’ and agreed with the statement
– ‘I am willing to go to other service providers if they offer better
services at the same price (3.19)’.
• Position involvement – The response is positive as respondents
mildly agreed that ‘image of BSNL comes close to reflecting my
life style (3.03)’ and they ‘continue to use BSNL services
because their services make them feel important (3.20)’.
Table 4A.50: Loyalty to BSNL (N= 544)
Dimension Statement Mean SD
Purchase intentions
I will continue to subscribe to BSNL services.
3.32 1.22
I continue to recharge my SIM card to have BSNL service.
3.41 1.11
I consider in BSNL as a my first choice in subscribing to cellular services.
3.26 1.11
I recommend BSNL services to other people.
3.23 1.08
I talk to other people about BSNL services.
3.24 1.08
Price insensitivity
I am willing to go to another service provider that offers more attractive prices.
2.93 1.23
I am willing to pay a higher price to BSNL than to other service providers for the benefit I
2.92 1.04
180
Dimension Statement Mean SD
currently receive from BSNL because of my strong relationship with BSNL I am willing to go to other service providers if they offer better services at the same price.
3.19 1.15
Position involvement
I continue BSNL because their image comes close to reflecting my life style.
3.03 1.11
I continue to use BSNL services because their services make me feel important.
There is no difference in the perception of the customers of BSNL AP
Telecom circle on Loyalty, due to gender, age, occupation, type of
service and period of usage
The hypothesis is divided into 5 sub hypotheses to cover
gender, age and occupation, type of service and period of usage.
(10a-10e)
One way ANOVA test was conducted. The F and p values are
shown in the Table 4A.51 along with reject or fail to reject decision
of hypothesis.
181
Table 4A.51: Results of one way ANOVA: Hypotheses- 10a-10e
Dependent Variable
Independent Variables
Gender Age Occupation
Type of service
Period of usage
a B c d e
Loyalty
F
10
0.66 24.52 5.93 2.47 30.37
Sig 0.42 0.00 0.00 0.12 0.00
Test Result
H10 a : Failed to Reject
H10 b : Rejected
H10 c : Rejected
H10 d : Failed to Reject
H910 e : Rejected
Rejected : There is difference . Failed to reject: There is no difference . Significant at 0.05 level
F and sig values indicate that age, occupation and period of
usage make difference in the perception of customers on loyalty.
Item wise analysis of the influence of gender, age,
occupation, type of service, period of usage on loyalty is given
below:
Gender - Table 4A.51 shows the analysis of influence of gender on
loyalty intentions – ‘I am willing to go to another service provider that
offers more attractive price’; the difference in perception is significant.
Both male and female indicated positive purchase intentions. Females
exhibited higher price sensitivity. Both male and female exhibited
positive involvement.
182
Table 4A.52: Loyalty to BSNL across Gender (N=544)
Dimension Statement
Male (N=406)
Female (N=138)
F value
Mean SD Mean SD
Purchase intentions
I will continue to subscribe to BSNL services.
3.30 1.20 3.38 1.27 0.51
I continue to recharge my SIM card to have BSNL service.
3.04 1.10 3.43 1.14 0.06
I consider in BSNL as a first choice in subscribing to cellular services.
3.28 1.07 3.23 1.22 0.16
I recommend BSNL services to other people.
3.22 1.08 3.23 1.09 0.00
I talk to other people about BSNL services.
3.23 1.10 3.26 1.06 0.06
Price insensitivity
I am willing to go to another service provider that offers more attractive prices.
3.01 1.26 2.70 1.14 7.01**
I am willing to pay a higher price to BSNL than to other service providers for the benefit I currently receive from BSNL because of my strong relationship with BSNL
2.94 1.01 2.88 1.12 0.37
I am willing to go to other service providers if they offer better services at the same price.
3.21 1.16 3.15 1.12 0.26
Position involvement
I continue BSNL because their image comes close to reflecting my life style.
3.04 1.14 3.03 1.04 0.01
I continue to use BSNL services because their services make me feel important.
Analysis across age shown in Table 4A.53 indicates that
statistically significant differences are found between the two age
groups.
• Purchase intentions- The elder age group of respondents (above 35
years) have shown relatively stronger intentions than the younger
age group of respondents. They agreed that they will continue to
subscribe to BSNL services (3.76) continue to recharge for BSNL
service (3.71), consider it as first choice (3.5), recommend to others
(3.53) and talk to other people about BSNL services (3.56).
• Price insensitive- However, the elder age group is price sensitive.
They are willing to go to another service provider that offers more
attractive prices (3.30) or offer better services at the same price
(3.39) and disagreed with the statement ‘willing to pay a higher
price to BSNL than to other service providers for the benefit I
currently receive from BSNL because of my strong relationship
(2.93)’.
• Position involvement- The differences are in degree of agreement.
Both the groups agree that BSNL service is close to their life style
and make them feel important.
184
Table 4A.53: Loyalty to BSNL across Age (N=544)
Dimension Statement
Up to 35 yrs (N=312)
Above 35 yrs (N=232)
F value
Mean SD Mean SD
Purchase intentions
I will continue to subscribe to BSNL services.
2.97 1.26 3.76 1.00 62.25*
I continue to recharge my SIM card to have BSNL service.
3.18 1.13 3.71 1.02 31.03*
I consider in BSNL as a first choice in subscribing to cellular services.
3.09 1.07 3.50 1.13 19.00*
I recommend BSNL services to other people.
2.99 1.04 3.53 1.07 35.97*
I talk to other people about BSNL services.
3.02 1.07 3.56 1.03 25.65*
Price insensitivity
I am willing to go to another service provider that offers more attractive prices.
2.65 1.21 3.30 1.17 40.84*
I am willing to pay a higher price to BSNL than to other service providers for the benefit I currently receive from BSNL because of my strong relationship with BSNL
2.93 0.99 2.92 1.11 0.02
I am willing to go to other service providers if they offer better services at the same price.
3.03 1.15 3.39 1.12 13.53*
Position I continue BSNL 3.01 1.07 3.04 1.05 16.87*
185
Dimension Statement
Up to 35 yrs (N=312)
Above 35 yrs (N=232)
F value
Mean SD Mean SD
involvement because their image comes close to reflecting my life style. I continue to use BSNL services because their services make me feel important.
Table 4A.54 indicates significant differences are found in
respect of position involvement. Students are not having favorable
view of BSNL services in respect of the two statements- ‘image comes
close to reflecting my life style (2.79) and services make me feel
important (2.92)’. In all other cases attitudes are similar. Respondents
are positive on purchase intentions (3.14 to 3.93). Students agree
significantly more on talking to others about BSNL service (3.93). All
the groups are price sensitive. Students are more willing to go to other
suppliers who offer better price. Employees agree that BSNL is close
to their life style and make them feel important.
186
Table 4A.54: Loyalty to BSNL across Occupation (N=544)
Dimension Statement
Employed (N=476)
Student (N=68) F value
Mean SD Mean SD
Purchase intentions
I will continue to subscribe to BSNL services.
3.35 1.19 3.14 1.37 1.92
I continue to recharge my SIM card to have BSNL service.
3.41 1.10 3.42 1.20 0.00
I consider in BSNL as a first choice in subscribing to cellular services.
3.26 1.10 3.28 1.18 0.01
I recommend BSNL services to other people.
3.24 1.08 3.17 1.13 0.25
I talk to other people about BSNL services.
3.30 1.08 3.93 1.04 5.81*
Price insensitivity
I am willing to go to another service provider that offers more attractive prices.
2.99 1.22 2.56 1.24 8.14*
I am willing to pay a higher price to BSNL than to other service providers for the benefit I currently receive from BSNL because of my strong relationship with BSNL
2.92 1.01 2.97 1.24 0.19
I am willing to go to other service providers if they offer better services at the same price.
3.15 1.14 3.47 1.20 4.97*
187
Dimension Statement
Employed (N=476)
Student (N=68) F value
Mean SD Mean SD
Position involvement
I continue BSNL because their image comes close to reflecting my life style.
3.07 1.12 2.79 1.03 3.62*
I continue to use BSNL services because their services make me feel important.
The influence of type of service is analyzed in Table 4A.55.
Significant differences are found in respect of all the three
dimensions, but the difference is in terms of degree of disagreement.
However, in case of position involvement, differences are in zone of
agreement. Prepaid customers have positive view of BSNL services –
‘continue BSNL because their image comes close to reflecting my life
style (3.09)’ and ‘make me feel important (3.24)’. Postpaid agree less
that image of BSNL comes close to their lifestyle (2.83).
Table 4A. 55: Loyalty to BSNL across Type of Service (N=544)
Dimension Statement
Prepaid (N=400)
Postpaid (N=144)
F value
Mean SD Mean SD
Purchase intentions
I will continue to subscribe to BSNL services.
3.37 1.19 3.12 1.26 4.55*
I continue to recharge my SIM card to have BSNL
3.47 1.12 3.20 1.06 6.37*
188
Dimension Statement
Prepaid (N=400)
Postpaid (N=144)
F value
Mean SD Mean SD
service. I consider in BSNL as a first choice in subscribing to cellular services.
3.32 1.12 3.04 1.06 6.80*
I recommend BSNL services to other people.
3.24 1.09 3.14 1.05 0.98
I talk to other people about BSNL services.
3.28 1.11 3.04 0.93 4.18*
Price insensitivity
I am willing to go to another service provider that offers more attractive prices.
2.90 1.26 2.96 1.10 0.33
I am willing to pay a higher price to BSNL than to other service providers for the benefit I currently receive from BSNL because of my strong relationship with BSNL
2.98 1.02 2.75 1.07 5.32*
I am willing to go to other service providers if they offer better services at the same price.
3.21 1.11 3.14 1.22 0.38
Position involvement
I continue BSNL because their image comes close to reflecting my life style.
3.09 1.08 2.83 1.16 5.60*
I continue to use BSNL services because their services make me feel important.
Table 4A.56 presents the views of both new customers (using
less than one year) and experienced customers (more than 1 year
usage). Statistically significant differences are found in the
following areas:
• Purchase intentions - Statistically significant differences are
found in respect of purchase intentions. New customers have
fewer intentions as they have shown disagreement with the
statements- ‘will continue to subscribe to BSNL services (2.78)’,
‘consider BSNL as first choice (2.90)’, ‘recommend to other
people (2.87)’ and ‘talk to other people (2.94)’.
• Price insensitivity - New customers are price sensitive as they have
disagreed with the following statements- ‘willing to go to another
service provider that offers more attractive prices (2.60)’ or ‘offer
better services at the same price (2.85)’.
• Position involvement – New customers have disagreed with the
statement – ‘I continue BSNL because their image comes close to
reflecting my life style (2.70)’.
190
Table 4A.56: Loyalty to BSNL across Period of Usage (N=544)
Dimension Statement Up to 1 yr (N=312)
Over 1 yr (N=232) F value
Mean SD Mean SD
Purchase intentions
I will continue to subscribe to BSNL services.
2.78 1.23 3.71 1.05 89.62*
I continue to recharge my SIM card to have BSNL service.
3.04 1.12 3.69 1.02 48.51*
I consider in BSNL as a first choice in subscribing to cellular services.
2.90 1.03 3.54 1.10 45.57*
I recommend BSNL services to other people.
2.87 1.06 3.49 1.03 46.91*
I talk to other people about BSNL services.
2.94 0.95 3.44 1.12 21.63*
Price insensitivity
I am willing to go to another service provider that offers more attractive prices.
2.60 1.12 3.17 1.26 29.76*
I am willing to pay a higher price to BSNL than to other service providers for the benefit I currently receive from BSNL because of my strong relationship with BSNL
2.97 0.97 2.88 1.09 0.98
I am willing to go to other service providers if they offer better services at the same price.
2.85 1.09 3.45 1.13 37.47*
Position involvement
I continue BSNL because their image comes close to reflecting my life style.
2.70 1.11 3.28 1.05 37.53*
I continue to use BSNL services because their services make me feel important.
Data Center Solutions enable clients to empower their
business by outsourcing their IT operations in a smart and secure
way. This helps clients to concentrate on their core business
management responsibilities.
Co-location refers to co-locating server or hardware at a
Service Provider's Data Center and willing to pay only the rental
charges for Bandwidth, racks space and climate control. Customer
need not to approach BSNL every time they need to do up
gradation or changes in system applications like rebooting or
installation of new programs. BSNL provides complete control and
hence access to co-located server with proper authentication.
2. Managed Hosting Service
It is a type of hosting in which the Customer leases an
entire/or part of server dedicated/or shared with anyone. This is
more efficient, client oriented and flexible. Here Customers are
having full control over the servers and has choice of operating
system, system configuration etc. Customers have to pay according
258
to their requirement about system configurations. It can provide
less overhead and a larger Return on Investment (ROI).
Managed hosting solutions are extensive range of services to
host and manage infrastructure and application through royal
banquet of hosting solutions. It provides a wide portfolio that can
give customers the solution they seek. BSNL can procure, own,
integrate, support, maintain and manage the IT assets needed by
the customer. The customers have to pay for IT service as utility
with full control over the configuration including the choice of
operating system and system configurations. BSNL can provide
server administration as add on service.
3. Managed Network Services
BSNL Managed Network Services is a fully managed Secured
Data services, providing a one-stop shop and a complete
experience that significantly reduce risks and complexities involved
in implementing and maintaining a robust IP network. It brings
together all of a business communications needs in an integrated
offering.
4. Managed IT Services
Clients can use BSNL expertise in managing servers, storage,
security, database, backup and capacity planning, facilities
management, service desk operations and remote infrastructure
management.
259
Dedicated accounts managers to manage:
• System Management
• Storage management
• Database management
• Backup & DR management
• Web/Application management
• Network management
• Managed secure infrastructure
• Facilities management
The primary focus of managed services is to enhance the
efficiency of business management. This can be achieved by
relegating repetitive or time
5. Managed Cloud Services
A cloud service is synonymous concept with the electricity
grid, wherein end-users consume power without needing to
understand the component of devices or infrastructure required to
provide the service.
BSNL service offerings allow businesses to increase
information technology capacity or capabilities quickly without
being bogged down by the expense of buying new infrastructure,
licensing software and training staff.
BSNL Cloud Services includes central computing and data
260
storage IT infrastructure accessible through public internet and by
dedicated or shared or virtual model.
7. Global Audio Conferencing
BSNL has launched Global Audio conferencing Service in
association with British Telecom (BT). It is an easy to use,
reservation-less conferencing service aimed at Enterprise
customers. There are no charges for service subscription. Charges
are only for the usage of the service. Presently Global Audio
Conferencing, Global Web Conferencing are offered
8. BSNL Managed SaaS (Software as a Service) Business Mail
Service
BSNL Managed SaaS (Software as a Service) Business Mail
Service has been launched with M/s Microsoft India Ltd.
9. Managed Leased Line Service (MLLN):
The MLLN is a Managed Leased Line Network system which
is proposed to provide Leased line connectivity. The State-of-the-
art technology equipment MLLN is designed mainly for having
effective control, monitor on the leased line so that the down time
is very much minimized.
10. Speech Circuits (Hot Line or Private Wire) :
Local or Long distance circuits within two locations in a city
or between two different cities provided for the same applicant.
The Terminating equipment at both ends is telephone without
261
dialing facility. Both way signaling and speech is possible.
11. Data Circuits:
Local or Long distance data circuits at different speeds viz.
64 kbps and 2 mbps are available . Data Circuits are of different
types:
1. Point to Point Data Circuits - Local and Long Distance
2. Private Data Network - More than one Local or Long Distance
leased circuits converging on a location such that data from one
leased circuit can be transferred automatically to another leased
circuit for the same subscriber.
3. Closed User Group - Leased circuits can be used by more than
one legal entity if they form closed user group. The following
categories of user groups constitute closed user groups for the
purpose of licensing Private Telecom Networks.
• Travel agents issuing tickets on the member airlines, whose
network they use including the network of a group of member
airlines.
• Computerized Reservations System (CRS) service Producer of
goods and his whole -sale traders /agents.
• Provider of service (not being a telecommunication service)
and his whole-sale traders/agents.
• Providers of the same category of products/service.
• Holding company and its subsidiaries.
262
• Interconnected undertakings.
• Companies under the same management
• Service providers owned by airlines.
• Shared networks of banks for use of Automatic Teller
Machines (ATMs), Electronic Points of Sale (EPOS)/credit
authorization terminals.
• Financial institutions registered primarily to deal in
securities and their agents/dealers.
• Financial institutions registered as Mutual funds and their
agents.
• Financial institutions which are registered as depositories
and their agents/dealers.
• Other non-banking financial institutions
12. Telegraph and Tele-printer Circuits
Local and long distance Telegraph and Tele-printer Circuits.
13. International Leased Circuits:
Provided through VSNL
14. MPLS Based VPN Service
Keeping pace with the technological trend to provide latest and
varied value added services to its customers, BSNL harnesses IP
Infrastructure based on MPLS Technology to offer world class IP
VPN services. MPLS is an acronym for "Multi-Protocol Label
Switching".
263
MPLS VPN is a technology that allows a Service Provider like
BSNL to have complete control over parameters that are critical to
offering its customers service guarantees with regard to bandwidth
throughputs, latencies and availability. The technology enables
secure Virtual Private Networks (VPN) to be built and allows
scalability that will make it possible for BSNL to offer assured
growth to its customers without having to make significant
investments. BSNL would now be geared to provide Bandwidth on
demand, Video Conferencing, Voice over IP (VoIP) and a host of
other value added services .
15. Internet Leased Line
Handsome discounts are available to the Enterprise
Customers on the card rates.
16. VSAT Technology
The network consists of a Hub located at Bangalore and
VSATs located throughout the country. The VSAT communicates to
the HUB through Express AM1 Satellite. All VSATs are connected
in STAR topology and VSAT to VSAT communication is through the
HUB at Bangalore. Ku band VSAT network of BSNL is capable of
providing high speed data transfer up to 2Mbps and voice
communication service covering the entire country.
264
• Some of the BSNL VSAT customers are: PNB, SBI, Vijaya
Bank, Syndicate Bank,
• Bank of MH, Air India, King Fisher Airlines, LIC, ONGC,
IOCL, NHPC,
• NTPC, NIC (State Govt. Projects), Power Grid, GB Pant
Institute, Singareni Collieries, BEML, HLL, Jindal, KLE
Society (Medical), Pacenet,
• ABAN, Trans Ocean and so on.
With V SAT connectivity is made possible even at those
locations, which cannot be connected through conventional media
like copper cable, optical fiber, radio, microwave and any other
wire-line / wireless links. VSAT is a versatile solution, not only as
a reliable primary link for non-feasible areas, but also as a very
successful alternate technology for back link. It also offers plethora
of telecom services viz. data transfer, internet, voice, video etc.
17. Managed Leased Line Network Services
To transmit data between computer and electronic
information devices, BSNL provides data communication services
to its subscribers. The MLLN is a Managed Leased Line Network
system which is proposed to provide Leased line connectivity. The
state-of-the-art technology equipment MLLN is designed mainly for
having effective control, monitor on the leased line so that the
down time is very much minimized. This system will provide
265
security to data transfer between long distant branches of a
company. This is useful especially for banks, information
technology companies etc.
18. Audio Conferencing
Audio Conferencing service of BSNL allows multiple
participants to converse with each other regardless of their location
through the normal fixed line telephone or cellular phone. An
audio conference subscriber can add two or more participants in a
particular conference. The customers can schedule their audio
conferences through the Web or through IVR.
19. Video Conferencing
Video Conferencing service allows multiple participants to
converse with each other regardless their location through the
video end-points or Personal computers. It involves Video and
Audio communication. A video conference subscriber can add two
or more video participants in a particular conference. The
customers can schedule their video conferences through the Web.
20. Web Co-location Services
Web colocation is a solution to house a company's powerful
infrastructure without losing the administrative control on the
equipment. Web Co-location eliminates much of the Infrastructure
costs as well as the maintenance cost of such equipment apart
from avoiding the last mile problems. Web Co-location enables
266
customer's equipment/ Servers to be treated as a part and parcel
of the ISP network enjoying all the facilities as the ISP servers. Web
Co-location provides the infrastructure at a nominal value keeping
the customer comfortable and focused in maintaining the
Applications/Services of the company. Apart from enjoying the
bandwidth and facilities, the customer retains control over his
equipment, software and operating system. The customer simply
leases the physical space and high-grade, tier one network access
from BSNL the hosting provider.
BSNL provides Internet services to the customers located in
about 450 locations. Web Co-location is easy and cost effective.
Typical Applications : E-commerce, financial, B2B, email and other
data storage and retrieval .
21. Web Conferencing Facilities
BSNL Web Conferencing Service enables the customers to
conduct virtual meetings with their partners, suppliers, employers
etc. It has the innovative feature such as persistent meeting rooms,
which simulates physical room environment wherein authorized
users can enter their designated rooms the way they do in physical
meetings. The users can access the rich features, apart from multi-
point, multi-media (Audio, Video & Data) conferencing service.
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22. Fleet tracking (e track)
An innovative on-line tracking system powered by BSNL to
manage fleets comprising of trucks, car carriers, trailers, tankers,
containers or vehicles moving hazardous and specialty explosive
chemicals etc.
The eTracK vehicle tracking system uses vehicle-mounted,
microprocessor-controlled device which sends periodic messages
from the vehicle to a network command center through
SMS/GPRS. The received data is authenticated and forwarded to
an application server which provides tracking information through
an internet. Customers are provided a user name and password to
access the fleet information on line. The user also has options to
receive tracking information via e-mail, fax or SMS besides the
facility of calling the customer support team on a toll-free
telephone line.
23. Video Surveillance
BSNL in association with M/s Rivacom Pvt. Limited presents
real-time, total video surveillance solutions. Video surveillance over
an IP network allows customer to access from anywhere, and at
any time, super sharp video feeds generated from customer
premises. The service offers a varied range of surveillance solutions
that can be customized according to customer preferences. From
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site survey and installation to 24*7 supports, BSNL offers total
solutions.
4.8 Rural Telephony – a Growth Factor
The strategy of government for network expansion in rural
areas mainly involves provision of phones in the viable areas
through market mechanisms and through Universal Service
Obligation Fund (USOF) in the non-viable areas.
The Universal Service Policy came into effect from April 1,
2002. Under USOF to create infrastructure in rural and remote
areas, Village Public Telephones (VPTs) and Rural Community
Phones (RCPs) were set up for public access. Having realised the
role of wireless phones because of the convenience, affordability
and the capacity and to reach out to the masses, particularly in
rural and remote areas, efforts have been made under USOF
(Universal Service Obligation Fund) to strengthen infrastructure for
providing wireless phone services in these areas.
In pursuit of mission for better life for rural communities,
backbone infrastructure to provide broadband connectivity to
Village Panchayats, Post Offices, Common Service Centres,
Schools, Colleges and Universities. BSNL has provided 5.76 lakh
Village Public Telephones, 21958 Rural Community Phones, 41
million phone connections and 9.3 lakh broadband connections in
rural areas. Special focus is being given on broadband connectivity
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to Customer Service Centers, Panchayats, Colleges and
Universities. Broadband accessibility will make it possible to drive
information, knowledge and content to the people in rural India.
A scheme of Rural Community Phones (RCPs) has been launched
Under Bharat Nirman, a target of providing Village Public
Telephones (VPTs) in 66822 uncovered villages. It is envisaged to
provide support for setting up and managing 7871 number of
infrastructure sites spread over 500 districts in 27 states of the
country for the provision of wireless phone services. The
infrastructure so created will be used in the provision of wireless
phone services in the specified rural and remote areas, where there
is no existing fixed wireless or mobile coverage.
4.9 Nature of Competition
In cellular services, the mode of competition has shifted from
acquiring new subscribers to retaining existing customers and
luring away customers from rival companies. As penetration of
cellular services increases each year, avoiding switch over of
customers and maximizing customer loyalty has become a serious
concern for cellular services companies (Kim and Yoon, 2004).
This is true in Indian context too.
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4.10 Quality of Services and TRAI
Telecom Regulatory Authority of India (TRAI) is the
regulatory body for monitoring the functioning of the
telecommunication service companies in India.
TRAI’s mission is to create and nurture conditions for growth
of telecommunications in the country in a manner and a pace
which will enable India to play a leading role in emerging global
information society. One of the main objectives of TRAI is to
provide a fair and transparent policy environment which promotes
a level playing field and facilitates fair competition. In pursuance of
the above objective, TRAI has issued from time to time a large
number of regulations, orders and directives to deal with issues
coming before it and provided the required direction to the
evolution of Indian telecom market from a Government owned
monopoly to a multi-operator multi-service open competitive
market. The directions, orders and regulations issued cover a wide
range of subjects including tariff, inter connection and Quality of
Service (QoS) as well as governance of the Authority.
• QoS Benchmarks for Cellular Services according to TRAI
TRAI has finalised the QoS standards after extensive
consultation with the stakeholders and also based on the QoS
standards in the licenses of the new entrants and also of the
prevalent international practices. As per the TRAI Act, the
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Authority is not empowered to directly penalize the service provider
for any act of omissions or for non-achievement of benchmarks
mandated by it in its QoS regulation.
The cellular QoS parameters have been divided into four
categories as given under:
1. network performance
2. Customer helpline
3. billing complaints and
4. Customer perception regarding services.(removed from its
quarterly assessment list (TRAI, 2008).
1. Network Performance
The network performance deals with technical parameters
and includes parameters viz. “Call set up success rate, service
access delay, blocked call rate, call drop rate, measurement of
voice quality, service coverage and congestion in the network”.
These are measured during the Time Consistent Busy Hour
(TCBH).
2. Customer Help Line
The customer help line includes parameters, which reflects
the speed with which a call to the customer care center is
answered by either an IVR system or by an operator.
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3. Billing Complaints
Billing complaints deals with the percentage of complaints
received related to billing, time taken for the resolution of the
complaints and also time for making the refund to the customer.
4.11 CHALLENGES FACED BY BSNL
BSNL has been facing following challenges:
1. Migration of customers to the competitors.
2. Surrendering of services
3. Loss of revenue and profits
4. Underutilization of the network
5. Surplus staff
6. Low telecom traffic
4.12 INITIATIVES FOR EFFECTIVE MARKETING
Several steps are initiated by BSNL to strengthen its
operations and improve its offers.
Telecom Advisory Committee (TAC)
Telecom Advisory Committee consisting of the members --
local MPs / MLAs and other leaders nominated by the Ministry of
Communications / Department of Telecommunications for
advising the BSNL authorities at district / state level. BSNL
conducts periodical meetings with TAC members, for their
suggestions on telecom services. TAC members represents the
people from their respective constituencies and give feedback on
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BSNL services for improvement. They also coordinate with other
State/Central Govt. authorities to settle certain issues which are
hindrances for the company to extend their timely services up to
the mark. For example, to acquire land from local
panchayat/Municipality to erect BSNL cell towers, coordination
with PWD/Municipal/R&B in road widening works to avoid
damage to BSNL underground cables etc.
Franchisees and Direct Selling Agents (DSAs)
BSNL has been aggressive in marketing and business
development activities at par with private operators. BSNL
appoints franchisees by open tenders under terms and conditions.
Franchisees operate the business transactions on behalf of BSNL
on commission basis and they have showrooms in their operating
areas. It is noticed that more than 90 per cent of the BSNL
business is carried out by the franchisees. Franchises and DSAs
are paid commission on transaction basis. 90 % commission paid
on sale of SIMs and 5% on the sale of recharge cards and top up
etc.
Promotional strategies
Most of the promotional strategies revolved around capturing
the younger generation who formed a major part of the target
market. Celebrity endorsements, special season offers, festival
discounts, and innovative advertisement campaigns were used by
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the BSNL as tools to push back the competition and increase their
market share.
i) Roadshows: BSNL is conducting Roadshows and
Reconnection Melas at various commercial and residential
areas in order to attract the defaulters to rejoin with BSNL
by offering various schemes, rebates and rental waive offs
etc. and offer fresh connections on spot, on demand by
completing all nominal formalities.
ii) Attractive tariffs, plans and value offers: BSNL is
continuously introducing innovative and attractive plans and
tariffs to all categories of customers such as employees,
students, housewives, business people etc. which are
attractive and economical. BSNL is drastically slashing pulse
rates on landline, cellular and broadband services.
iii) Advertisement campaigns: BSNL is using print, electronic
and press media to highlight its plans, schemes, offers,
festival bonanzas and tariffs to reach every common man by
giving vast publicity.
Customer care activities
1. Personal attention to corporate customers.
2. Improving the quality of response at call centers.
3. Opening of more customer service centers (CSCs).
4. Providing round the clock service at CSCs.
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5. Proper training to the CSC staff on behavioral aspects.
6. Providing total information at SINGLE POINT.
7. To analyze the reasons for large scale surrendering of
telephones and reconnect campaigns
Public Grievances/Customer Relations
To sort out grievances and customer relations, BSNL is
organising open house sessions and dial your GM programme and
arranging select customer visits.
i. Holding of Open House Sessions - BSNL conducts Open
House Sessions and Telephone Adalats at SDCA centers (at
District level) to know the grievances of the customers of the
respective SDCA and to settle the issues then and there.
ii. Dial your GM programme – BSNL conducts this programme on
every week to answer the questions/grievances of customers
of BSNL over telephone anywhere in that District/SSA directly
with the SSA Head for a stipulated time. In this programme,
customers directly bring their grievances to the higher
authority to redress their complaints.
iii. Select customer visits - Periodical courtesy visits by higher
officers to high caller customers, commercially important
customers, and corporate customers in order to maintain
better customer relationships, redress the grievances, if any,
and sought their suggestions for providing better services.
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iv. Sales Promotion schemes such as:
1. Offering incentives such as commission etc to franchisees
and empowering heads of service area/circle/state to offer
sales incentives and target linked comissions matching
with other operators.
2. For PCOs additional incentives were given such as
reduction in the minimum guarantee amount along with
additional opportunities to STD PCO owners to:
• Own a mobile PCO
• Telephone bill collection
• To use STD PCO as cyber café
• Sale of SIM cards, recharge coupons on commission
basis,
• Delivery of telegrams etc.
3. Waiving of installation charges & security deposit on Basic
Phones and waiving of rental for the disconnected period
both on B-Fones and mobiles.
4. Phone-on-Phone scheme in selected cities of the country to
provide new phone within 48 hours of customer demanding
phone through a phone call. No additional security for
mobile phone for existing BSNL customers. The shifting
charges of Telephone within local area or to any part of the
country have been waived off. The restoration of B-Fone
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without paying rentals for the disconnected period was
introduced repeatedly.
5. Waiving of installation charges for new telephones. Second
Basic phone connection at concessional rate exclusively for
internet & student internet schemes. Various contests have
been organized for customers to promote BSNL service.
6. Waiving of activation charges for commercially important
customers for less than 50 cellular connections.
7. To leverage its marketing efforts, BSNL has tied up with
many companies like IOC, HCL, and NTPC etc. They are its
MOU partners and provide synergistic effect through their
distribution network. A discount as percentage of sales.
These measures taken from time to time have achieved
varying degree of success.
4.13 NEW PROJECTS
In order to improve the competitive advantage, several
projects were launched by BSNL that aim at strengthening BSNL
in different fronts as given in Table 4B.1
Table 4B.1: Projects for Multifaceted Strength of BSNL S.No Name of the
Project Purpose
1 Udaan To rapidly expand broadband subscriber base
2 Vijay To improve sales and distribution management
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S.No Name of the Project
Purpose
3 Dosti To innovate on PCO business model to generate new revenue sources
4 Kuber To ensure that the revenue earned by BSNL is properly billed to customers and collected from them.
5 Shikhar To develop of an overall strategic agenda across BSNL’s key businesses including customer segmentation, sales channel management as well as product management
6 Smile To improve the effectiveness of BSNL Customer Service Centers.
Source: BSNL Chairman’s internal circular to employees.
Project “UDAAN” – for Fixed Access
The overall objective of Project “Udaan” is to rapidly expand
broadband subscriber base while reducing churn in wire line voice
subscribers and increase realization from existing subscribers.
1. By defining new product / price plans that will address specific
requirements of various customer segments
2. By creating a new sales force to actively reach out to customers
3. Making customer service processes more friendly and
responsive to subscriber requirements
4. Optimizing service delivery process for fast provisioning of
connections
Project teams are motivated with incentives. Field units depute
staff exclusively to respective projects and the team members are
get motivated by financial incentives for better performance along
with daily transport and dearness allowances apart from their
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usual pay and allowances. Staff is allocated for Product & Pricing,
Sales & Alliances, Customer Service and Service Delivery.
1. Project VIJAY – Mobility
The key objectives are to design channel structure
i) create channel management team
ii) develop improved channel norms to improve retailer
reach, create appropriate incentives and improve
performance monitoring of channel
iii) implement proposed channel structure for franchisee
network
iv) test other recommendations on tariff and handset
bundling, if appropriate
The key activities identified and initiated are:
1. Conduct comprehensive retailer survey to:
− Map existing telecom retail universe in targeted SSAs
− Measure BSNL's reach and extraction in different types of
outlets to identify improvement opportunities
2. Assess evolution of mobile market in pilot geographies over the
next 5 years
− Calculate overall and addressable market potential for
BSNL
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− Help BSNL set the right targets for the franchisees and
sub-franchisees
3. Design the overall distribution channel set up for mobiles
including franchisees, sub-franchisees and retailers
4. Create a new channel management team comprising BSNL
employees to
− Manage franchisees and sub-franchisees (FMT)
− Interact with retailers (RMT)
5. Revise existing channel management norms and processes (e.g.,
retailer service frequency, ordering and delivery process, audit
norms, etc.)
6. Define key metrics for success and set up a rigorous monitoring
mechanism
3. Project DOSTI
The overall objective of project Dosti is to reduce decline in
BSNL’s PCO business by reducing churn of existing PCO operators
and innovating on PCO business model to generate new revenue
sources (both for BSNL and PCO owner). Specific objectives
include:
1. Increase PCO connections through reduction in churn & sale of
new connections
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2. Facilitate sale of ‘Broad-Band Enabled’ services model to
existing and new PCO’s
3. Convert PCOs to sell full spectrum of BSNL products & services
The key activities identified and initiated are:
1. In-depth analysis done to identify key issues faced by PCO
subscribers
2. Action plan developed to increase sales and reduce churn
− Improve management of DSA channel
− Improve customer service and pricing
3. Plan developed to facilitate sale of ‘Broad-Band Enabled’
services model
− Central team to create tie ups with banks, vendors
− Marketing support team to help create awareness
4. Project KUBER
The overall objective of project Kuber is to ensure that the
revenue earned by BSNL is properly billed to customers and
collected from them. It is being executed in the targeted telecom
district. Specifically focus is on two areas:
1. Collection of bad debt, with focus on amount less than 2 years
old
2. Identification & billing of leased circuits that are currently not
getting billed
The key activities identified and initiated include the following:
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1. Collection of bad debt:
− Segmentation of bad debt by age and account size. The
following segments are used:
o Age: 90-180 days, 180-360 days, +360 days
o Account size: Low, Middle, Large, Very Large
− Appointment of collection agencies for bad debt that are in
the ‘Middle’ bucket
− Follow up by BSNL team on accounts that are in the ‘Large’
and ‘Very Large’ buckets
2. Leased circuits billing:
− Process defined for identifying unbilled circuits
− Data collection underway from all the exchanges in the
targeted area.
5. Project SHIKHAR
Objective of the Project – This, is a transformation exercise,
will cover development of an overall strategic agenda across BSNL’s
key businesses including customer segmentation, sales channel
management as well as product management. It will also look at
appropriate strategic initiatives in operations as well as in Human
Resource Management in order to implement the new strategy
effectively. All this is aimed at making BSNL more capable to thrive
in a very competitive market place.
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Project SMILE
The objective of the Project SMILE aims to improve the
effectiveness of BSNL Customer Service Centers (CSC). The
effectiveness has been defined in terms of the processes being
carried out from CSC, processes which can be introduced from the
CSC, increasing the timings of CSC counters to ease out the rush
at particular hours and make the interactions speedier, fruitful for
the customer as well as BSNL and lastly get out of the “old aunty
like looks” of the CSC, by converting the ambience in lines with the
“corporate looks”. This project is under pilot survey for its final
implementation. Revitalizing the CSCs is essential, as it falls under
tangible services, a significant element of the Service Quality
dimension
4.14 OBJECTIVES OF CRM INITIATIVES AT BSNL
As per the senior employees of BSNL AP Telecom Sector, the
CRM objective BSNL are:
1. To provide the necessary information to the customers as
and when they require it
2. To resolve the complaints registered by the customers in
quick time and ensure that the problems don’t reoccur
3. To deliver the services required by the customers in an
effective manner
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4. To retain existing customers by providing superior service
5. To identify key customers and establish relationship with the
key customers by focusing on their needs and set service
levels commensurate with their present and future business
potential
6. To collect data on customers regularly and use to customize
the products and services
7. To improve customer service centers. To create customer
complaint management system to enable employees to solve
the complaints lodged by the customers
8. Proactive customer care through systematized contact
schedule such as welcome call, tele calling , first bill call, bill
dispatch, alerts and reminder for payment
9. Training of human resources
10. Retention and churn management
11. Collection and Risk management
12. Fraud Management
Sources:
1. Annual Reports, 2006-07, 2007-08, 2008-09 and 2009-10,
2010-2011, 2011-2012 of Department of Telecommunications
2. Reports of Association of Unified Telecom Service Providers of
India from auspi.in
3. Blue book on Roll out of PROJECT SMILE of BSNL
4. Telecom Regulatory Authority of India (TRAI), Annual Report
2007-08, 2008-09 and 2009-10, 2010-2011, 2011-2012
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5. ICRA Information Services (2002)
Websites:
http://www.trai.gov.in/
http://www.bsnl.co.in
http://www.telecomindiaonline.com
http://www. icraindia.com
http://www.dot.gov.in/
http://www.coai.in
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Section - C:
Perceptions of Employees on CRM Practices of BSNL
4.15 INTRODUCTION
It is very important to understand the perceptions of
employees with regard to the objectives and the practices of any
important project or operational area, as the success of
implementation of a programmer depends on how the people
responsible for its success understand and prioritize the objectives
and what is being presently done. In this chapter, the objectives of
CRM programme of BSNL, as perceived by their employees are
studied. It also reports the practices BSNL uses to develop and
maintain customer relationships, as identified by the employees.
This would help in making more practical and meaningful
recommendations to BSNL on CRM practices
4.16 NEED FOR THE SURVEY OF EMPLOYEE PERCEPTIONS:
Survey of BSNL customers in respect of the relationship quality
and its antecedents- loyalty, trust, commitment, satisfaction and
perceived value and study of the influence of gender, age, occupation,
and type of service etc. on the perceptions and relationships of
various constructs and validating the model has helped to know
what respondent customers feel about the five industry specific
service quality and value enhancing practices (tariff, brand image,
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network coverage, customer service and value added services),
satisfaction, trust , complaint handling etc. It also helped to find
linkage between various constructs of CRM model applied to the
context of BSNL AP Telecom circle.
The objective of this research is not only to prove the validity of
the model but also based on what is found, suggest some measures.
It is necessary to extend the study to gain employee perceptions on
CRM objectives and their priorities and the present practices. This
would provide helpful inputs to make suggestions with focus on both
customer and employee perceptions.
Key Questions:
What are the perceptions of customers on BSNL practices that lead
to quality of CRM?
It is found that the five dimensions- Tariff, Network coverage,
value added services, customer service and Brand image, are
positive and led to moderate satisfaction with BSNL services. – The
complaint behavior is not significant. Complaint processing is not
fast enough at BSNL but BSNL is reliable and cares about
customers and provides predictable services. Commitment is
partial and loyalty is not very strong. Relationship quality is
moderate.
These findings necessitate actions to improve CRM of BSNL
What BSNL employees feel about what they are doing? (practices)
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Several surveys have revealed that CRM is still a vague
concept when it comes to implementation. Some perceive that CRM
is only a fashionable phrase and there is nothing new in this. They
feel that CRM is already being practiced by the organization in one
way or the other in its current marketing programme, although it
is not called by the name of CRM. Some feel that it is too advanced
and technology oriented and cannot be practiced without help of
IT. They feel that CRM is the job of the top management and
working level people cannot contribute to its success on their own
because of involvement of high technology, budget and other
resources, which are beyond the control of ordinary employee.
During preliminary discussions with the employees of BSNL,
many informed that CRM is not practiced at BSNL and being in a
public sector, BSNL is too slow to adopt such new concepts. Some
felt that CRM is only feasible for the high credence services like
banking, health and financial services where there is a lot
interaction with customers on day to day basis. Some others felt
that CRM is applicable when dealing with large clients and is not
relevant and practical when it comes to large number of retail
customers, who are scattered and too small to justify attention and
resulting expenditure.
Some felt that CRM is software and is too technical for them
to understand and contribute to its practice. As the response was
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very vague and not satisfactory it was decided to conduct a survey
to understand the perceptions of BSNL employees. The survey is
planned to cover employee perceptions on the practices of BSNL to
understand customer needs, design and deliver products/services
to customers, support the customers in availing BSNL’s offers and
specific efforts to focus on retaining existing customers apart from
attracting new customers, enhance value of their service, increase
customer satisfaction and promote trust. The results indicate that
BSNL employees reasonably perceive what is being done at BSNL
although they are unable to link them to CRM at the outset.
This chapter reports the employee perceptions.
4.17 CRM PRACTICES AT BSNL
A separate questionnaire was administrated to employees.
The questionnaire contains 24 statements pertaining to good
marketing and CRM practices, which are collected from literature
review on CRM practices. The employees are asked to indicate their
agreement on the extent to which they are being practiced at BSNL
on a seven point scale. 160 duly filled questionnaires which are
complete in all respects are received.
CRM practices involve marketing orientation with emphasis
on key customer focus, design of organization around key
customers/segments, employee training, right hard ware, software
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and right people with expertise. Another key variable is setting
goals and standards and monitoring the performance at customer
touch points. Commitment of time by top management to maintain
customer relationship is another important area. Most important
practice, is rekindling the relationship to regain lost customers.
Maintaining customer data and information at customer touch
point would speed up the customer service. Employee CRM
performance management is pivotal to the success of CRM
implementation. All employees should treat key customer, for that
matter all the customers with care. Measuring the employee
performance and rewarding the good performance based on his
meeting customer need and customer service. Another key item in
CRM practice involves maintaining customer employee relationship
and reinforcing it through customer to customer relationship by
organizing meets events to foster relationship and creating
opportunity to customer to visit contact points for advice and help.
User friendly systems, effective advertisement with emotional
appeal are some of the key elements. Based on literature review,
five variables, namely marketing orientation, design of organization
and resources, setting goals and standards, technology and IT
support, employee CRM performance management are considered
as important and covered in this survey.
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4.18 PROFILE OF RESPONDENTS
The personal details of employees are not solicited in view of
confidentiality demanded by employees. The sample is divided into
categories based on variables of education, area of work, cadre.
The sample is dominated by commercial graduates/post graduates
(57%), marketing and customer support persons(76%), operations/
technical staff (25%). Supervisors form 50% and balance comprises
of managers (26%) and executives (24%)
Table 4C.1: Profile of Respondents Variable Category Frequency Percentage Education Graduate/ Diploma - Technical 40 25
Graduate/PG – Commercial 91 57
Non – graduate 29 18
Total 160 100
Area of Work Marketing: Customer facing 75 48
Customer Support 60 38
Operations 22 14
Total 157 100
Cadre Manager ( CRO and above) 41 26
Executive ( DE /Sub Div.Engr or equivalent) 39 24
Supervisor ( Sr Section Supervisor / Section Supervisor/JTO or equivalent) 80 50
Total 160 100
4.19 VALIDITY OF QUESTIONNAIRE
The questionnaire consists of 5 Variables each indicating a
practice/ construct and has 24 items . The cronbach’s alpha for all
items is 0.879
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Cronbach's Alpha
Cronbach's Alpha Based on Standardized Items
N of Items
.879 .880 24
Cronbach’s alpha for individual factors will be less,
compared to all the items clubbed together. For individual factors
Cronbach’s alpha is ranging from 0.551 to 0.705. This is
satisfactory.
4.20 DESCRIPTIVE STATISTICS
Table 4C.2 indicates descriptive statistics of CRM Practices
of BSNL as perceived by respondent employees
As regards mean scores marketing orientation has received
maximum score, followed by employee CRM performance
management, design of organization and resources, setting goals
and standards; technology and IT support .
The inter item descriptive statistics of each factor are detailed
below.
Table 4C.2: CRM Practices of BSNL as Perceived by Respondent Employees: Cronbach’s Alpha for Model Factors
Table 4C.3 presents inter item descriptive statistics of factor:
marketing orientation- key customer focus
Ongoing dialogue with key customers, working to customize
offer are given highest score (5.6) followed by understanding
customer needs(5.29), customization of service (5.28), two way
communication (5.24), coordinated effort (5.08)
Table 4C.3: Inter Item Descriptive Statistics of Factor: Market Orientation - Key Customer Focus S. No Market Orientation – Key Customer Focus Mean SD N
1 Through ongoing dialogue we work with our
key customer to customize our offerings 5.60 .892 160
2 My organization provides customized services
and products to our key customers 5.28 .831 160
3 My organization makes an effort to find out
what our key customer needs 5.10 .787 160
4 When my organization finds that customers
would like to modify a product/service, the
departments involved make coordinated
efforts to do so
5.08 .705 160
5 My organization fully understands the needs of our key customers via knowledge learning
Table 4C.4 presents the inter item descriptive statistics of
factor : Design of Organization and resources
Design of organization and resources having right technical
persons to provide technical support and using IT is given highest
score (5.2) followed by employee training (5.06), customer centered
organization (5.03), sales and marketing expertise(4.96).
Table 4C.4: Inter Item Descriptive Statistics of Factor: Design of Organization and Resources S. No Design of Organization and Resources Mean SD N
1 My organization has the sales and marketing expertise and resources to succeed in CRM
4.96 .834 160
2 Our employee training programs are designed to develop the skills required for acquiring and deepening customer relationships
5.06 .798 160
3 Our organizational structure is meticulously designed around our customers
5.03 .808 160
4 My organization has the right technical personnel to provide technical support for the utilization of computer technology in building customer relationships
5.20 .799 160
7 point Scale:1-Very strongly disagree ; 7 –Very strongly agree
Setting goals and standards
Table 4C.5 presents the inter item descriptive statistics of
factor: Setting goals and standards
Establishing clear business goals (5.19) is followed by
customer centric performance standards( 5.05), commitment of
time for CRM by management (5.01). Customer regain effort is
given lower rating compared to above.
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Table 4C.5: Inter Item Descriptive Statistics of Factor: Setting Goals and Standards S. No Setting goals and standards Mean SD N
1 Customer-centric performance standards are established and monitored at all customer touch points
5.05 .791 160
2 My organization has established clear business goals related to customer acquisition, development, retention and reactivation
5.19 .912 160
3 My organization commits time and resources in managing customer relationships
5.01 .847 160
4 We have system to rekindle relationships and regain lost customers
H 1c: Setting goals and standards directly influences employee CRM
performance of BSNL AP Telecom circle
H1d: Design of organization and resources directly influences
employee CRM performance of BSNL AP Telecom circle.
ECRMP = constant + b1 TIT + b2 MO + b3 GST + B4 DOS
Where,
ECRMP = employee CRM performance management
b1, b2, b3.. are regression coefficients
TIT = Technology and IT support, MO = Market orientation,
GST = Goals and standards, DOS = Design of organization and
resources
The regression output is presented below
Table 4C.9: Regression outcomes Model Summary
Model R R Square Adjusted R Square
Std. Error of the Estimate
1 .787a .619 .610 .3308 a. Predictors: (Constant), Technology and IT Support, Market orientation, Setting goals and standards, Design of organization and resources ANOVAa Model Sum of
a. Dependent Variable: Employee Performance Management b. Predictors: (Constant), Technology and IT Support, Market orientation, Setting goals and standards, Design of organization and resources