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A Summer Training project report on “The Study of Balanced Business Scorecard & TRA billing--- in BSNL” (a case of Bareilly city) Submitted for the Partial fulfillment of the degree of MASTERS OF BUSINESS ADMINISTRATION From UTTAR PRADESH TECHNICAL UNIVERSITY, LUCKNOW (BATCH 2008-20010) UNDER GUIDANCE OF SUBMITTED BY Mr.Yadunath Rahul Singh
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Page 1: Rahul

A Summer Training project report on

“The Study of Balanced Business Scorecard & TRA billing--- in BSNL” (a case of Bareilly city)

Submitted for the Partial fulfillment of the degree of

MASTERS OF BUSINESS ADMINISTRATION

From

UTTAR PRADESH TECHNICAL UNIVERSITY, LUCKNOW

(BATCH 2008-20010)

UNDER GUIDANCE OF SUBMITTED BY

Mr.Yadunath Rahul Singh

CAO (CA) MBA 3RD SEM

O/O GMTD, Bareilly Roll No. 0801670028

SUBMITTED TO:

DEPARTEMENT OF BUSINESS ADMINISTRATION

RAKSHPAL BAHADUR MANAGEMENT INSITITUTEBAREILLY (U.P.)

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PUNCH LINE OF BSNL: - “Connecting India”

Declaration

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I Beenu Singh Chauhan student of MBA 3rd SEM (University roll no-0701670028) at

RBMI, herby declare that I have completed my project work titled, “The study of

Balanced Business Scorecard & TRA billing in BSNL—a case of

Bareilly city” as a compulsory part of my course curriculum.

The information provided in the report is original and has not been copied from

anywhere.

This report is not submitted to any other university for the award of any other

degree/diploma.

Beenu Singh Chauhan

MBA 3rd SEM

Roll no-0701670028

Acknowledgement

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I acknowledge my gratitude and thank to all the well knowledge persons for giving me

opportunity to avail all the best facilities available at this telecom centre through which I

have gained knowledge thinking so as too just in the environment suitable for harmonic

adjustment. I am grateful to the following persons for various help rendered by them

during the training period.

I heartly thanks to Mr. Yadunath CAO (CA) O/O GMTD Bareilly and to Mrs. Mariam

Sorain for her invaluable instructions & support from time-to-time.

Finally, I would like to render my deep sense of gratitude to my teachers Dr. Saurabh

Gupta, Mr. Saurabh Saxena, and Mr. Ajay Khandelwal, without whose guidance and

feedback it would not have been possible for me to undertake the research and utilize the

research methodology tools appropriately.

Last but not least, I express very heart felt thanks to my friend, parents and almighty who

have directly or indirectly helped me in the successful completion of this project.

Beenu Singh Chauhan

MBA 3rd sem

Roll No. 0701670028

PREFACE

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Since time immemorial, a man has tried hard to bring the world as close to himself as

possible. His thirst for information is hard to quench so he has continuously tried to

develop new technologies, which have helped to reach the objective.

The world we see today is a result of the continuous research in the field of

communication, which started with the invention of telephone by Grahm Bell to the

current avtar as we see in the form INTERNET and mobile phones. All these

technologies have come to existence because man continued its endeavor towards the

objective.

This project report of mine, THE STUDY OF BALANCED BUSINESS

SCORECARD AND TRA BILLING IN BSNL—A CASE OF BAREILLY CITY has

been a small effort in reviewing the performance and billing procedure of the telephone

company. For this purpose, no organization other than BAHRAT SANCHAR NIGAM

LIMITED could have been a better choice.

TABLE OF CONTENT

Part I

Introduction of the company

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BSNL-Bareilly

Part II

Introduction of the problem.

Objectives of the study.

Research Methodology.

Introduction of the topic

Telephone revenue account billing

Relevance of BBSC in BSNL

Generating the Balance Score Card

Deciding the performance parameters

Types of performance parameters

Assigning the weight

Finalizing the target and reporting of achievements

Calculating the performance scores.

Part III

Conclusion

Bibliography

Annexure

INTRODUCTION OF THE COMPANY:-

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Bharat Sanchar Nigam Ltd formed in October, 2000, is worlds 7 th largest

telecommunication company providing comprehensive range of telecom services in

India: Wire line, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service,

MPLS-VPN, VSAT, VoIP services, IN Services e.t.c. Within a span of five years it has

become one of the largest public sector units in India.

BSNL has installed quality telecom network in the country and now focusing on

improving it, expanding the network, introducing new telecom services with ICT

applications in villages and winning customer’s confidence. Today , it has about 47.3

million line basic telecom capacity , 4 million WLL capacity , 20.1 million GSM

capacity , more than 37382 fixed exchanges , 18000 BTS , 287 Satellite Stations , 480196

Rkm of OFC cable , 63730rkm of Microwave Network connecting 602 district , 7330

cities/ towns and 5.5 lakh villages.

BSNL is the only service provider, making focused efforts and planned initiatives to

bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in

the country to beat its reach with its wide network giving services in every nook & corner

of country and operates across India except Delhi & Mumbai. Whether it is inaccessible

areas of Siachen glacier or North-eastern region of the country BSNL serves its

customers with its wide bouquet of telecom services.

BSNL is numero uno operator of India in all services in its license area. The company

offers vide ranging & most transparent tariff schemes designed to suite every customer.

BSNL cellular service, CellOne, has more than 17.8 million cellular customers, garnering

24 percent of all mobile users as its subscribers. That means that almost every fourth

mobile user in the country has a BSNL connection. In basic services, BSNL is miles

ahead of its rivals, with 35.1 million Basic Phone subscribers i.e. 85 per cent share of

the subscriber base and 92 percent share in revenue terms.

BSNL has more than 2.5 million WLL subscribers and 2.5 million Internet Customers

who access Internet through various modes viz. Dial-up, Leased Line, DIAS, Account

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Less Internet (CLI). BSNL has been adjudged as the NUMBER ONE ISP in the country.

BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure

that provides convergent services like voice, data and video through the same Backbone

and Broadband Access Network. At present there are 0.6 million DataOne broadband

customers.

The company has vast experience in Planning, Installation, network integration and

Maintenance of Switching & Transmission Networks and also has a world class ISO

9000 certified Telecom Training Institute.

Scaling new heights of success, the present turnover of BSNL is more than

Rs.351, 820 million (US $ 8 billion) with net profit to the tune of Rs.99,390 million

(US $ 2.26 billion) for last financial year. The infrastructure asset on telephone alone is

worth about Rs.630, 000 million (US $ 14.37 billion).

BSNL plans to expand its customer base from present 47 millions lines to 125 million

lines by December 2007 and infrastructure investment plan to the tune of Rs. 733 crores

(US$ 16.67 million) in the next three years.

The turnover, nationwide coverage, reach, comprehensive range of telecom services and

the desire to excel has made BSNL the No. 1 Telecom Company of India.

VISION, MISSION & OBJECTIVE OF BSNL:-

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Vision:-Defines the mid to long term (3 to 10 year) goals of the organization. The

vision should be external and market oriented and should express – often in “visionary”

terms - how the organization wants to be perceived by the world.

BSNL-VISION: To become the largest Telecom Service Provider in Asia.

Mission: - Reason for the organization’s existence, the basic purpose towards which

its activities are directed, and the values that guide employee’s activities.

Describes how the organization expects to compete and deliver value to customers

BSNL-MISSION:

1) To provide world class State-of-art technology telecom services to its customers on

demand at competitive prices.

  2) To provide world class telecom infrastructure in its area of operation and to

contribute to the growth of the country's economy.

Objectives:-

To be the Lead Telecom Services Provider. 

To provide quality and reliable fixed telecom service to our customer and there by

increase customer's confidence.

 

To provide mobile telephone service of high quality and become no. 1 GSM

operator in its area of operation.

To provide point of interconnection to other service provider as per their

requirement promptly.

To facilitate R & D activity in the country.

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Contribute towards:

1) National Plan Target of 500 million subscriber base for India by 2010.

2) Broadband customers base of 20 million in India by 2010 as per Broadband Policy

2004.

3) Providing telephone connection in villages as per government policy.

4) Implementation of Triple play as a regular commercial proposition

.

HRD:-

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1) ORGANISATIONAL CHART OF BSNL:-

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2) STAFF:-

Distribution of Group-wise staff strength of DoT and BSNL (numbers) as on

31st March 2007 is indicated below:

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FINANCE:-

1) REVENUE:-Revenue earned by BSNL during last five years

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2) GROSS INVESTMENTS IN FIXED ASSETS:-

The BSNL is making substantial investment year to year for its network expansion

and modernization. During the current financial year BSNL has made the gross

investment of Rs. 8153 crores (US $ 1.87 billion) in Fixed Assets. These investments

have been financed by the internal accruals.

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3) Cumulative Capital Outlay:-

BSNL has Gross Fixed Assets of over Rs. 118649 Crores (US $ 27.21 billion) as on

31.03.2007

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NETWORK:-

 Telephone

Basic Telephone (Bfone)

Total Number of connections as on 31.12.2007 3,17,11,219

WLL (Tarang)

Total Number of connections as on 31.12.2007 40,86,878

Village Public Telephones

Total Number of Telephones as on 31.12.2007 5,18,059

Public Telephones (Local, STD and Highway)

Total Number of Public Telephones as on 31.12.2007 20,20,448

STD Stations

Number of STD Stations as on 31.05.2007 32,011

Transmission Systems as on 31.12.2007

Transmission Digital Systems

(Route kms) (Route kms)

Coaxial 6,024

Microwave 5340

UHF 45,130

Optical Fiber 5,37,727

Satellite Based Services (as on 31.12.2007)

MCPC-VSATs 95

IDR Systems (2 Mb/ 8 Mb) 98/23

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WESTERN U.P TELECOM CIRCLE

Western U.P. Telecom Circle consists of 20 Revenue Districts of the state of U.P. right

from Saharanpur to Agra. Its Eastern boundary is formed by the districts of Pilibhit,

Bareilly, Badaun, Etah , Ferozabad and Agra. Its Northern boundry is formed by the

Districts of Saharanpur, Bijnore, Moradabad, Rampur & Bareilly. It covers a population

of approximately 50 million spread over more than 62,500 sq km

Item Status as on 01/04/2008

Population (in Lacs as per 2001 census)  505.6

Area (in Sq. Km.)  62548"

Lok Sabha Constituenties  24

Secondary Switching Area (SSA)  16

Short Distance Charging Area (SDCA)  64

Revenue Districts  20

Tehsils  87

Blocks 208

Revenue Villages  23604

Ever since its creation as an independent entity It has made considerable progress and

achieved more than its expectations and fulfilled the commitments of the development of

telecom facilities and their effective Operation & Maintenance in this region for which it

was formed. Some world famous industries are also flourishing in this region like

Brassware at Moradabad, Bangles and Glasswork at Ferozabad, Shoes and Leather

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articles at Agra, Ceramic Pottery at Khurja and Locks at Aligarh. The entire western belt

is rich in Agriculture and Industries with the Industrial Area of Noida at its apex.

HISTORY OF BAREILLY DIVISION

Nestled in between Pilibhit district in the East, Rampur district in West, Udham Singh

Nagar district in North, Badaun district in South-West and Shahjahanpur district in

South-East, the Bareilly division is spread over an area of 4129 square kilometers, in

Uttar Pradesh state of Republic of India. 

Bareilly was established in 1537 AD by Wasal Dev and Barel Dev, who were sons of

King Jagat Singh Katheria. This area holds its present name after it was named Bans-

Bareilly, later to be known as Bareilly. 

Bareilly has ten rivers flowing down, namely Ramganga, Baigula, Kicha, Digora,

Bhakhra, Aril, Sankha, Naktiya, Pangel, and Debha.The district comprises of the six sub-

divisions of Anola, Baheri, Bareilly, Faridpur, Nawabganj and Meerganj, each forming

the Tehsil of the same name. 

There are 21 Thanas (Police Stations) in the district-tehsil. Bareilly having 9 of them, of

which 5 are located in the Bareilly city. There are 4 police stations in Tehsil Anola, 3 in

Tehsil Baheri, 3 in Tehsil Faridpur and 2 in Tehsil Nawabganj.

Culturally rich, Bareilly holds Ganga Snan Mela on the banks of Ramganga in the

months of Kartik and Jeshta. Melas on the occasion of Shivratri, are also held in various

location of greater city. Holi mela is held in Gulab Rai Inter college ground, every year. 

Bareilly houses Asia’s famous rubber factory, WIMCO-Turpentine, IFFCO Anola

Fertilizer factory and Coca Cola factories. 

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Miss World 2000 Priyanka Chopra hails from Bareilly.Terracotas is famous worldwide.

The population of the Bareilly district is 28, 34,616 comprising of about 54% male

population and 46% females, as per the 1999 census. 

Education holds prominence in Bareilly as it has Rohailkhand University, IIT

Engineering College, and 700 beds Medical College. The literacy percentage of the

district is about 26%, as per 1999 census. 

Natural beauty is preserved in form of green parks such as Gandhi Park, Agrasen Park,

Govind Park, besides entertainment Fun City at Pilibhit bypass. 

Bareilly is archaeologically rich.Going back to history, ancient town Northern Panchala

was discovered near Ramnagar, a village in Anola Tehsil, during the excavations at

Ahichhatra in 1940-44 that the painted grey ware, associated with the advent of the

Aryans in the Ganga Yamuna Valley, were identified. 

A variation in local temperature is experienced from a maximum of 44ºC in the months

of May-June to a low of 4ºC during the months of Dec-Jan, influenced by proximity to

the hills and tarai in the north. Although the air is dry in summers, it contains moisture

during the rest of the year. A cycle of four seasons dominates a year, with winters from

December to February, followed by the summers which continue till the middle of June,

giving way to monsoon season lasting till September, and the months of October and

November constitute the post-monsoon season.

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PROFILE:-BAREILLY TELECOM

Bareilly Telecom is engaged in Operation and Maintenance of Telecom Services in the

entire area of Bareilly District.

All aspects of telecom services of Bareilly district falls under the charge of Bareilly

Telecom district. Till 30-11-2005, 78 telephone exchanges have been established with a

carrying capacity of 104372 lines. 72633 telephones connections are functioning through

it.

Bareilly Telecom is always at the service of its customers, and makes efforts to provide

top class services. Phase wise implementation is done for earmarked projects.

All the exchanges and transmission media have state of art technology. Besides basic

telephony and telegraphy, Data Circuit, Inet, Internet, ISDN, Video Conferencing

facilities are available in Bareilly SSA. In the tentative programme for the year 2001-

2002, IN services and Mobile Services are planned. To connect the remote areas of the

District, WLL shall also be provided. Computerized billing facility, Round the clock

Directory Enquiry (197) are available in the SSA. Computerized fault booking in is

available round the clock. 

Bareilly Telecom is also committed to provide value added services to its customers.

After EWSD commencement and in switch functioning, the customers can avail facilities

of ISDN connections (video conferencing), calling from India telephone Card, and

Internet connectivity

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BSNL-SERVICES

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BSNL-SERVICES:-

When it comes connecting the four corners of the country , and much beyond , one

solitary name lies embedded at the pinnacle- BSNL. A company that has gone a past

number games and the quest to attain the position of the leader, it is working round the

clock to take India in to the future by providing excellent telecom services for people of

India.

Driven by the very best of telecom technology from global leaders, it connects each inch

of India to the infinite corners of the globe, to enable you to step in to tomorrow.

The telecom services have been recognized the world over as an important tool for socio-

economic development for a nation and hence telecom infrastructure is treated a crucial

factor to realize the socio-economic objectives in India. Accordingly the Department of

Telecom has been formulating developmental policies for the accelerated growth of the

telecommunication services in various cities. The department is also responsible for

frequency management in the field of radio connection in close coordination with the

international bodies.

1) BSNL MOBILE : -

BSNL Mobile offers a host of value added services and unmatched features not found in

any other Cellular service

As a proud subscriber of BSNL Mobile service a subscriber will stay in touch with their

nears and dears any where in India because BSNL Mobile is the only Cellular service

which is available in all major cities and  covers all major highways. BSNL Mobile gives

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all India roaming facility (including   Delhi and Mumbai) and International roaming

facility to more than 300 networks across the world.

BSNL is the largest telecom operator in India and is known to everybody for Basic

Telephony Services for over 100 years. Presently the Plain old, Countrywide telephone

service is being provided through 32,000 electronic exchanges, 326 Digital Trunk

Automatic Exchanges (TAX), Digitalized Public Switched Telephone Network (PSTN) 

all interlinked by over 2.4 lakh km of Optical Fiber Cable, with a host of Phone Plus

value additions to our valued Customers. BSNL's telephony network expands throughout

the vast expanses of the country reaching to the remotest part of the country.

2) BSNL-BROADBAND:-

BSNL is in the process of commissioning of a world class, multi-gigabit, multi-

protocol, convergent IP infrastructure through National Internet Backbone-II (NIB-II),

that will provide convergent services through the same backbone and broadband access

network. The Broadband service will be available on DSL technology (on the same

copper cable that is used for connecting telephone), on a countrywide basis spanning 198

cities.

In terms of infrastructure for broadband services NIB-II would put India at par with more

advanced nations. The services that would be supported includes always-on broadband

access to the Internet for residential and business customers, Content based services,

Video multicasting, Video-on-demand and Interactive gaming, Audio and Video

conferencing, IP Telephony, Distance learning, Messaging: plain and feature rich, Multi-

site MPLS VPNs with Quality of Service (QoS) guarantees. The subscriber will be able

to access the above services through Subscriber Service Selection System (SSSS) portal

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3) Wireless in Local Loop (WLL) Mobile Telephone Connections:-

BSNL WLL-M  is a communication system that connects

customers to the BSNL Landline network using radio frequency signals instead of

conventional copper wires, for the full or part connection between the subscriber and

the exchange This comes with superior voice quality and high speed data capabilities.

CDMA is popular with more than 100 million subscribers worldwide, and the number

keeps on increasing exponentially. 

ADVANTAGES OF WLL:

1) Country wide induction of WLL underway of areas than are non-feasible for the

normal network

2) Helping relieves congestion of connections in the normal cable / wire based

network in urban areas

3) Limited the mobility without any airtime charges

4) It has improved signal and reducing the interference

5) Greater capacity than mobile

The telecommunication is the biggest factor in influencing the speed of life in the modern

age. Today we can get connection with any corner of world through the push button of

computer; with the small mobile phone we can send not only the messages but also the

secret document. As we know that there is positive view behind any mention that it

should be helpful in the development of society. But humans have diverted mentality

some of them of positive view and some of them of negative view. Where use any

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invention for the welfare of society but some uses for the satisfaction their disturbed

mentality and to earn more and more money whether it may be harmful for the society.

They infringe the norms of society and their behavior is condemned as antisocial,

immoral and sinful.

4) INTERNET:-

BSNL is India's no. 1 Internet service provider with more than 17 lakh

subscribers, providing Internet service throughout the entire country (except in New

Delhi and Mumbai) under the brand name of  "Sancharnet". Sancharnet provides free all

India roaming and enables it's users to access their accounts, using the same access code

(172233) and user ID from any where in the Country. In order to make Internet available

through out the length and breadth of the Country Internet Dhabas are being

commissioned at all the Block Headquarters. BSNL has also started DIAS  and Account

free internet access (CLI based) facility on few select cities recently.

 BSNL has launched”SANCHARNET CARD" recently. The Sancharnet Card" is a

    prepaid Internet Access Card with following features for customers: 

 Self-register for internet access with your choice of user id

 Renew your existing Sancharnet Account

 Wide Range of Internet Access Packages

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INTRDUCTION OF PROBLEM

With the help of Balanced Business Score Card compute the performance score of the

following employees working in BSNL – Bareilly. And with the help of these scores

analyze the performance of each employee and give suggestion.

Employees are as follows:-

EMPLOYEE DESIGNATION

1) Mr. H.N Singh AO (Cash & SBP) Bareilly

2) Mr. A.H Khan JAO (Pay & SBP) Bareilly

3) Mr. A.K Mishra JAO (Cash) Bareilly

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OBJECTIVE OF THE STUDY

1. To get knowledge about the billing procedure of BSNL.

TR computerized packages.

Telephone bills management.

Accounting involved in billing.

Payment places.

2. To get knowledge about Balanced Business Score Card and calculating the

performance scores.

Relevance of BBSC in BSNL

Generating the Balance Score Card

Deciding the performance parameters

Assigning the weight

Calculating the performance scores.

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RESEARCH METHODOLOGY

FORMAL & INFORMAL INTERVIEW

Formal & informal interviews were made with the different employees of Accounts as

well as Computer department.

DATA COLLECTION

Various data are collected from different sources. Sources of these data are various

Government publications, Official website of BSNL and various publications of BSNL.

SAMPLING

An integral component of a research design is the sampling plan. Sampling size, which

was taken for the research, are three employees of accounts department from o/o GMTD

Bareilly BSNL.

STATISTICAL TECHNIQUE

After the collection of data appropriate statistical techniques are adopted. It is so because

raw data (score) without statistically application says nothing about result. Therefore a

technique like tabulation of data is used to interpret result.

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TELEPHONE REVENUE ACCOUNTING BILLING

TR COMPUTERIZED PACKAGES

The billing of basic services is being done mainly through computerized software

packages in many circles namely, Dotsoft, Trichur etc. the packages facilitate the issue

of telephone bills in bulk in time for every bill date through an online system making it

possible to realize the revenue in time, to effect the disconnection and reconnection in

time to process refund of lines closed, and finalize the accounts of the closed lines and

issue of defaulter notices thereof etc.

Dotsoft is an in-house developed software, integrating the commercial activities, Telecom

Billing & Accounting, FRS and Directory enquiry. It has been implemented in all the

SSAs of Andhra Pradesh Telecom Circle, Gujarat Telecom Circle and in about 80 other

SSAs in the state of Tamilnadu , Karnataka, Maharashtra, M.P, U.P, Rajasthan, Punjab,

J&K, and Haryana in the rest of the country. Many telecom circles are planning for

Dotsoft implementation in the remaining SSAs.

Now the Dotsoft Center had initiated the concept of Help desk not only over phone but

also over-net, which help the users across the country for the day to day changes

happening in BSNL services and application

FEATURES OF DOTSOFT PACKAGE

1. Application entry

2. Wait list

3. Phone number store

4. Message to field

5. Advice note release

6. Advice note routing

7. Advice note completion

8. Sub routing

9. Request registration

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10. Raise D/N:-CO or AO can raise demand note for every activity

11. Level change

12. Area transfer

13. Disconnection

14. Closures

15. Fault booking

16. Fault routing

17. Fault clearance

18. Bulk Billing

19. Single phone billing

20. Billing periodicity

21. Discounts

22. Bill operations

23. Bill payment

24. Trunk calls

25. Refund order

26. Ledgers

27. Voluntary deposits

28. Dishonoured cheques

29. Enquiries

30. Reports

31. Dotsoft Mail

TRICHUR PACKAGE

The software is developed under SCO UNIX as the operating system and oracle -7

RDBMS. The user should have got basic knowledge of UNIX and Oracle.

Following functions in TRA are handled in this package.

Billing of all telephone connections except casual connections

Billing of Telex

All payment noting and reconciliation

Accounting up to preparation of monthly sub-ledger

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Preparation of periodical standard report

BILL PROCESSING

The telephone billing module is the final processing module which takes care of finally

performing all the billing related processes and producing of bills.

The following charges are billed

Rent billing of main accessories

Operated assisted calls billing

Inland trunk calls

Overseas calls

Reverse charge billing (shifting installation charges etc)

Additional debit and credits

PCO billing and telex billing

TARIFF

It is possible to have divergent types of billing for different types of subscriber.

Tariff is maintained customer class-wise and if a set of subscribers require

different type of billing from the normal billing, create a new class code and

assign that class code to those customer. Then define the tariff for hat class code.

Thus separate billing tariffs can be applied for say business people or heavy

callers.

Bill Number- A unique Bill No. is given for all bills.

Each and every telephone is billed irrespective of the fact whether working not. If

the calls are not metered in a number which is spare, the bill will removed when

the schedule is closed. If calls are registered in a spare no. bill will be printed as

unaddressed. This will help the AO (TR) to bill the telephones which are working,

but the particulars have not reached the billing center.

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Billing Group- Helps in staggering the issue of bills, for enabling even

distribution of work load in building center and TRA.

Schedule- It maintains a schedule table containing details of next year billing

dates, the groups to be build, the period to be considered for billing rent and call

data. The schedule will be automatically generated.

BILLING PROCEDURES

The telephone billing process module consist of the following sub- module

Open schedule

Local calls

Rent

Trunk calls

Debit/ Credit

Pay- by-date

Group bill consolidation

Preparation

Pin code- wise

Group bill preparation

Bill printing

Close schedule

Credit process

Process list

Message entry

Group consolidation list

Group print list

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The following processes are involved in billing procedure

Schedule opening

Local call processing

Rent processing

Trunk processing

Credit/ Debit processing

Bill preparation

Bill printing

Schedule closing

TELEPHONE BILLS MANAGEMENT

This sub module helps in the maintenance of the bills in the system. It helps in the

creation of new manual bills, printing of duplicate bills, cancellation of bills, disputed

bills management and enquiry on bills. After issue of bills or after preparation of bills it

may become necessary to make certain corrections due to incorrect feeding of data or

wrong information of data from exchange authorities. This module facilitates such

corrections which can be done before issue of bills and fresh one of such corrected bills

can be issued without further processing.

ACCOUNTS RECEIVABLES AND COLLECTION MANAGEMENT

Payment noting:

Payment of bills are made in post offices, telecom centers, cash counter of SSA,

E-Seva counters, authorized banks, through ECS etc. Daily lists are received

from these centers to the TRA. A list of all payment places is collected for the

whole SSA. In the case of sub post offices the head post office is also identified.

A unique code is to be allotted for each payment place.

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Arrange for printing of computer daily list batch control slip form. This is for

writing the control figure for feeding the payment vouchers. One form is required

per day per collection center.

Prepare a list of all collection centers with details such as payment place code,

payment place, Head Post Office, previous month Accounting closing date,

account head etc.

New identify the disputed bills and transfer to the disputed bill register.

Payment noting procedure:

1) Computer daily list preparation and tallying with P.O daily list at TRA and

transfer to computer center.

2) Entry of daily list.

3) Entry of vouchers.

4) Computer bill payment.

5) Application D/N payments.

6) Other payments.

Data entry at computer center

1) The first phase of payment noting is to feed the daily list into the computer. This

is to be done by the supervisor.

2) After the daily list entry the bundle is transferred to other operators for the entry

of individual vouchers of different category.

3) The computer bill payment can be entered only after the entry of the daily list of

collection center.

4) Application demand note entry.

5) Other voucher payment noting.

6) Application demand not enquiry and updating.

7) Excess/ short confirmation.

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Bill transfers:

1) transfer of disputed/ departmental bills to outstanding bill register

2) Part transfer of departmental bills to outstanding.

3) Bill adjustment (cancellation).

ACCOUNTING

This module takes care of accounting related functions of the TR Billing System. This

module does final consolidations of all accounting transactions for sub- ledger

processing period.

The following stages are involved:

Journal voucher entry

Write off entry.

Cash refunds

Adjustments of refunds

Review (sub-ledger)

Sub- ledger process

SUB LEDGER PROCESS

The first step is to tally the H.O summary of payment centers with daily list from

individual collection centers entered into the computer. The monthly H.O summary

comparison report is taken and tallied afterwards.

Now process the sub-ledger provisionally and run outstanding register and make sure

that the individual exchange wise account receivable tallies with the bill register.

During this if the computer locates any daily list for which no vouchers are entered,

the process will be aborted and a list of such items will be produced. The system will

also check for the voucher-wise account tallying and will produce a list of bills/

vouchers in which the debits and credits are not tallying. After rectifying all these

defects the final sub-ledger process can be done. The process can be run any number

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of items so that any corrections can be incorporated before the final sub-ledger is

printed. If the sub-ledger is for the last month of financial year the system will

automatically take up the financial year and process and all the registers will be

prepared for the next year.

PUBLIC TELEPHONE BILLING AND TELEX BILLING

Public telephone billing and accounting Telex Billing and accounting and

WLL Billing and accounting etc; can also be managed with this package.

Various reports and statements of billing and accounting can be generated in

this package.

COLLECTION OF BILLS:

It is more important that various channels are provided to customers to pa their bills

within ‘pay by date’. The situation in some places is that the subscriber is willing to pay

but he has not been facilitated with a hassle free payment channel. It is not appropriate to

argue that the customer are willing till the last date of ‘pay by date’ resulting in long

queues in our counters. The customer is entitled to pay till the last date of the pay by date

and it is our foremost duty to arrange for receiving the payment without much

inconvenience to the customer. Hence, it is pertinent that payment facilities are adequate

and generate confidence in customer, apart from being as near to customer as possible.

Despite the best efforts of the organization, there are many defaulter of the bills issued in

order to recover the dues which have not been paid by the due date the recovery

mechanism like disconnection of services for non payment, pursuit of the outstanding

through various modes etc have to be resorted to, as per corporate office instructions.

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PAYMENT FACILITIES:

BSNL is taking utmost care in enabling its customers making various facilities available

to the customer to make telephone bill payment. At present a number of payment

channels are in operations

PAYMENT PLACES:

Cash counters of SSAs/ area offices.

Telecom centers of BSNL.

Through post offices up to pay-by-date.

Department telegraph offices/ CTOs

Voluntary deposit scheme (revolving)

Authorized nationalized banks

Authorized Scheduled Banks like ICICI, HDFC, IDBI.

Internet

Credit cards.

E-seva ( As in AP circle) centers

ECS

Cheque Drop Boxes/ automatic cheque collection machines

Credit/ Debit cards

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What is the Balanced Business Scorecard?

A new approach to strategic management was developed in the early 90s by Dr. Robert

Kaplan of Harvard Business School and Dr. David Norton. The Balanced Scorecard is a

management system (not only a measurement system) that enables business organizations

to clarify their vision and strategy to its employees and stakeholders and translate them

into action. Thus, Business organizations use Balanced Business Scorecard as strategic

management tool to operationalize organizational vision and strategy. It provides

feedback around both the internal business processes and external outcomes in order to

continuously improve strategic performance and results. When it is fully deployed, the

Balanced Scorecard transforms strategic planning from an academic exercise into the

nerve centre of an enterprise.

According to Balanced Business Scorecard principles, an organization or a

functional unit or even an individual should be viewed from following four perspectives:

1. The Financial Perspective.

2. The Customer Perspective.

3. The Business Process Perspective.

4. The Learning and Growth Perspective.

In the olden times, business organizations measured their performance only on

financial parameters. But financial measures only tell the story of past events. This was

good enough for industrial age companies for which investment in long term capabilities,

risk management and customer relationships and internal processes were not critical for

success. Therefore, only financial measures are inadequate for guiding and evaluating the

modern information age companies. Today’s companies must make investment in

customers, employees, processes, suppliers, technology and innovation in order to create

sustainable future values.

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The Scorecard, therefore, is a management system that involves setting

performance measures along above four perspectives based on the priorities of the

company’s strategic goals. By requiring 4 perspectives instead of only financial

perspective, the system provides a richer and more holistic view of the organization.

The financial perspective takes care of shareholders’ concern. His concern is that

if he is investing his money in the business, what will be his return on his investment.

Hence, financial perspective concentrates on increasing revenues, profits and capacity

utilization. Now, in order to increase revenue, we have to have growing customer base,

which will remain loyal to you. Hence there is a need of effective measurement and

monitoring of customer perspective. Unless, there are customers there cannot be a

business. Therefore, the organization must effectively acquire and retain customers on a

long-term basis through the customer perspective. Now, in order to acquire and retain

customers, a business organization must have internal processes, which should be highly

efficient in servicing its customers. Thus the organization’s business processes and

systems must be measured for its effectiveness. Now, in order to man these business

processes with qualified and knowledgeable man power, we need to make our people

learn and grow. The organization must also have robust information system in order to

efficiently manage the internal processes. This dimension is taken care of by learning and

growth perspective.

Financial

PerspectiveCustomer

Perspective

InternalProcessesPerspective

Learning& Growth

Perspective

financial measures appropriate from the point of view of internal and external stakeholders

measurements viewed through the eyes of the customer -maximizing value to the customer will enhance the long-term success of the organization

the performance of internal operational processes that have the greatest impact on customer satisfaction

the ability to continually innovate and improve, both in the marketplace and internally

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The main purpose of the Balanced Business Scorecard initiative is deployment of strategy

and performance management. It has been observed that 90% of the Companies failed to

execute their strategies mainly due to their inability to translate strategy into measurable

objectives and lack of organizational alignments to strategy. Strategies effectively

remain on papers in absence of flawless execution.

The four perspectives of Balance Business Scorecard and their linkage to strategy and

vision of an organization is depicted in the following schematic –

In addition to measuring current performance in financial terms, the

Balanced Scorecard evaluates the firm's efforts for future improvement using

Process, customer, learning and growth metrics. The term "scorecard"

Signifies quantified performance measures and "balanced" signifies that the

System is balanced between:

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short-term objectives and long-term objectives

financial measures and non-financial measures

lagging indicators and leading indicators

internal performance and external performance perspectives

Before the Balanced Scorecard, some companies already use a collection of both

financial and non-financial measures of critical performance indicators. However, a well-

designed Balanced Scorecard is different from such a system in that the four BSC

perspectives form a chain of cause-and-effect relationships. For example, learning and

growth lead to better business processes that result in higher customer loyalty and thus a

higher return on capital employed (ROCE). Effectively, the cause-and-effect

relationships illustrate the hypothesis behind the organization's strategy. The measures

reflect a chain of performance drivers that determine the effectiveness of the strategy

implementation.

Since its beginnings as a performance measurement system, the Balanced

Scorecard has evolved into a strategy implementation system that not only measures

performance but also describes, communicates, and aligns the strategy throughout the

organization. In fact Balance Business Scorecard has developed itself into an all

encompassing tool that achieves following:

Translation of strategy into measurable parameters.

Communication of the strategy to everybody in the firm.

Alignment of individual goals with the firm's strategic objectives

- the BSC

Recognizes that the selected measures influence the behavior of

employees.

Feedback of implementation results to the strategic planning

process.

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To ensure that strategies translate into business results, clear articulation of

measurable business objectives is a pre-requisite. Cascading them down to different

levels of the organization is the next step. In BSNL, we have adopted a consultative and

participative approach to make the Scorecard exercise a broad based one. Its success will

depend on involvement and inputs in all from time to time. Please do not forget the basic

maxim that “what gets measured is what gets done “.

BALANCE BUSINESS SCORE CARD AND ITS RELEVANCE TO

BSNL

Today the biggest challenge faced by BSNL is to change from a government

department mindset to that of a business entity mindset. While the concerns of

government department are towards Tax and non-Tax revenues, Budgets and Grants,

Parliament, MPs, MLAs, Political parties, Ministers, Cadre Services, Statutory Rules,

Codified laws etc., the concerns of a business enterprise are Mission, Vision, Strategy,

Balance Sheet, Profit & Loss Account, Shareholders, Customers, Business Processes,

Management and Employees.

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The following figure shows the changing paradigm and the associated challenges for

BSNL –

The BSNL management has therefore adopted Balance Business Scorecard to

achieve twin objectives of attaining its strategic goals and performance improvement

of its units and officers. The strategic goal of the company in the short term are to be

No. one player in GSM market space, be the leader in broadband roll out and arrest

the churn of fixed line customers.

Higher cost of operations

Net annual impact expected to be over Rs. 5,000 cr.

Change in strategic objectives

From focus on increasing teledensity to delivering attractive returns to shareholders

Increasing competitive

threatPrice warsNeed for focus on

marketing, customer service and cost efficiency

New expense categoriesCorporate tax, dividend, license

fees, spectrum charges, sales tax, excise duty

Expenses due to additional activitiesStatutory auditing, marketing and

customer serviceIncreased staff cost

Move from CDA to IDA pay-scalesWithdrawal of Government support

Increased charges for power, road-cutting etc

Radical shift in market profile

From wireline to wireless services, circuit switched to packet switched and voice to data services leading to need for building new skills

The changing paradigm has arisen the need for BSNL to improve organizational performance so as to manage these

challenges in order to survive, succeed & grow

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Implementation of BBS in BSNL is top driven (steered by CMD and the Directors

on the Board). The deployment of Balance Business Scorecard in BSNL has

following implementation stages –

– Stage 1. Understanding of concept

– Stage 2. Generation of Company & Circle scorecards

– Stage 3. Generation of Score cards of Group A & B Officers

– Stage 4. Implementation process through IT

– Stage 5. Monitoring, Analysis and Course Correction.

Generating Balance Business Scorecards

Having understood the basic concepts of the four perspectives of the Balance

Business Scorecard, it becomes easier to generate or create score cards for strategic

business units (SBUs), sub-units and individuals.

The correct approach of creating the BBS is in a sequence that flows from top. The

scorecards of Company and Circles have already be created by the restructuring cell of

Corporate Office. The next logical step would be to create BBS of PGMs/GMs of Circle

office and SSA heads. From these BBS the scorecards of next level officers/units will be

created i.e. DGMs in Circle Office and in SSAs and so on.

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A diagrammatic representation of the approach is shown below –

For generating scorecards for the circles and individuals a format has been decided by the

BSNL Corporate Office and the same should be followed.

The format for a score card is shown below in form of a sample scorecard.

  Perspective Performance

Parameter

Type of

Performance

Weightage

(W)

Target

(T)

Actual

Achievement

Proportionate

Achievement

Score =

B*W*100

Company Scorecard

Circle Scorecard

SSA/SBU Scorecard

Units Scorecard

Individuals Scorecard

Already Created byRestructuring Cell of BSNL CO

To be created by Circles

To be createdBy SSA/SBU heads

To be created byControlling officers

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Parameter

(P)

(A) (B) = A/T if P

= Positive; or

T/A if P =

Negative

1 Financial Return on

Investment =

PBIT/ Average

plant in services

during the year Positive

20% 10.18%

9.09% 0.892 17.85

2 Financial Staff and

administrative

expenses as a %

of revenue Negative

5% 24%

25.50% 0.941 4.70

Financial-Total 25%   25% 22.56

3 Customer Increase in

number of

Fixed Lines Positive

20% 1000000

1200000 1.2 24

4 Customer Increase in

number of

WLL Lines Positive

10% 2250000

1900500 0.8467 8.467

Customer-Total 30%   30% 32.45

5 Internal

Process

Faults per 100

subscribers per

month Negative

10%<5

4.5 1.11 11.11

7 Internal

Process

Advice notes

cleared within

norms during

the year Positive

15% 80%

78.00% 97.50% 14.625

Internal Process – Total 25%   25% 25.73

8 Learning &

Growth

Training of

employees Positive10% 235

212 0.902 9.021

9 Learning &

Growth

staff per 1000

lines

Positive

15% 7

7.6 1.085 16.285

Learning & Growth – Total 25%   25% 25.30

Total score   106.054

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The above format should be internalized by all individuals and nodal officers. The key

performance parameters have been placed in four different perspectives. The total

weightage of all the perspectives combined should be 100%. The details of each of the

columns have been dealt in the subsequent sections.

Deciding the Performance parameters

A) How to choose performance parameters

This is the most critical activity in generating the Balance Business Scorecards. The

ideal way of deciding performance parameters for a score card is by way of making

strategy maps for that particular unit. Strategy maps are basically cause and effect

relationships by which specific improvements create desired outcomes. For units

strategy maps shows how an organization will convert its initiatives and resources –

including intangible assets like employee skills – into tangible outcomes. Strategy

maps are a tool for the manager to communicate both their strategy and the BBS

processes/systems that will help them implement that strategy. It gives employees a

clear line of sight into how their jobs are linked to the overall objectives of the

organization, enabling them to work in a coordinated, collaborative fashion towards

the company’s desired goals. To internalize the concept let us take an example of

Business Development team of a circle office.

The business development (BD) team is required to generate business for the

circle and hence an obvious strategy for the BD team would be maximizing the “Amount

of business generated in year (in Rs crores)”. At the same time the BD team would like to

bring down the cost/expense for generating this business. Let the target for this parameter

is decided as Rs 5 Crores. But then one should also keep in mind that to generate business

of 5 crores what cost we are incurring. If the cost of the BD team and the equipments

procured for commissioning the projects is 6 crores then we have to assess whether we

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require to carry out the BD activity at all. Hence the other financial parameter would be

“Total yearly expenditure in Rs crores”.

Now one has to strategize - what can cause or lead us to these goals of

increasing revenues and decreasing costs. For increasing the revenues generated, BD cell

may be required to increase the number of corporate customers and/or increase the

number of VPN turn-key projects. The cause and effect relationship between these

parameters and financial parameters is shown in following figure. ‘+’ sign indicates that

an increase in the cause parameter is required to get the desired effect on the financial

parameter while a ‘-‘sign indicates otherwise.

While preparing the strategy maps it should be kept in mind that the learning and

growth perspective forms the foundation of the score card. The parameters in this

ROCE

Revenues generated by

BD cell

Cost / Expenses of

BD team

No of turnkey VPN projects

Cost of equipment quoted

to custoomer

Average No of days For

commissioningTurnkey projects

Strategic tie ups with vendors

Training manpowerIn network

management

Training manpowerIn sales capabilities

Financial Perspective

Customer Perspective

Internal process Perspective

Learning & Growth Perspective

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perspective are the ones which are the basic ‘CAUSE’ that ‘EFFECT the internal

process perspective, which inturn effects the achievements of customer perspective.

The customer perspectives inturn effect the achievement of the financial perspective

parameters. This ‘CAUSE-EFFECT’ relationship is a wonderful tool in which

situations/approach can be analyzed in day to day management problems.

The performance parameters for Balance Business Scorecard for GM (BD) of circle

office has been drawn from these strategy maps and is shown below –

Sl Prospective Performance Parameter

Type of

Performance

Parameter (P)

1 Financial % Increase in revenues generated through BD cell over last year Positive

2 Financial % Decrease in total cost of BD team Negative

3 Customer No of turnkey projects commissioned by BD cell Positive

4 Customer Decrease in cost of equipment procured/quoted to customer Negative

5 Internal Process No of strategic tie ups with vendors Positive

6 Internal Process Average no. of days for commissioning new projects Negative

7

Learning &

Growth No of staff trained in sales capabilities Positive

8

Learning &

Growth No of staff trained in network management capabilities Positive

The strategy map for the BSNL as a company is shown below –

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Lea

rnin

g &

G

row

thF

inan

cial

Cu

sto

mer

Inte

rnal

P

roce

ss

Increase Customer Base

Develop internal/ external customer orientation

Increase ARPU

Build skills to handle new technology

Build marketing capability

Improve employee productivity

Build network capacity

Improve network quality Increase

uptime of network

Increase collection efficiency

Retain existing customersAcquire new

customers

Decrease time for new connections

Lower operational costs

Optimize procurement cost

Improve efficiency of business processes

Increase asset utilization

Increase Revenue Potential

Acquire/Retain high value customers

Build IT capability

Increase Efficiency

Increase share in new businesses

Improve Capacity Planning

Optimize financing cost

Maintain share in fixed line business

Build Performance Culture

Increase Revenues

Deliver Attractive ROCE

Develop effective marketing programs

Build sales channel management capability

Increase Wholesale Revenues

Build strategic management skills

This is a basic strategy map and one can do many improvements in it. One can

make strategy map for the circle or SSA or individual functions.

If it is not possible to make strategy maps, then following methods can be

adopted. The best approach to generate performance parameters for BBS is by adopting

one of the following methods –

– Look at company’s/circle’s BBS. If any of the parameter is valid to the

officer/designation whose BBS is being prepared, use that parameter

– Choose from reporting officers, if applicable (If you are creating a BBS for your

subordinate you may choose some of the parameters that are present in your own

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BBS).

– Choose from performance parameters from BBS posted on the intranet, if

applicable.

– List down all the activities that are performed by the officer. Choose those which

have high priorities or which are contributing in strengthening the

Company’s/Circle’s performance parameter. See if the activity is measurable. If it

is not directly quantifiable or measurable then define it in a way (or break it into

sub-activities) that it becomes measurable. Put such quantifiable activities/sub-

activities which is important in contributing towards the company’s/ circle’s score

card as Key Performance Indicator (KPI) in the BBS.

For example AO (TR)’s major job is to issue bill. Now it is difficult to quantify

this parameter in these very terms i.e. ‘Issue bills’. So we divide this activity into

different parts i.e. –

– Bill data processing

– Bill Printing

– Post printing processing

– Bill delivery

– Bill collection

– Post collection activities as statement preparation, Customer

grievance redressal

Now we can quantify some of these sub-activities based on quality, cost and time.

For example a) % of bills issued in time (time)

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b) % reduction in total billing cost or per bill cost (Cost)

c) Reduction in no. of EMC complaints (Quality)

B) Some examples of performance parameters

Financial Perspective Parameters

Financial measures tell the results of actions already taken. All other perspectives

namely Customer, Internal process and learning and growth must lead to positive

outcomes in this perspective. The “EFFECT” of the cause of all other perspectives should

ultimately be felt in this perspective. Financial performance measures indicate whether

the company's strategy, implementation, and execution are contributing to bottom-line

improvement. Some of the financial parameters that can be used are –

– Return on investment

– Operating ratio

– cash flow,

– quarterly revenue growth,

– operating income by division

– Collection efficiencies

– Expenditure per route Km

– Total operating cost of the team

– Reduction in idle inventory

– Revenues generated through USO

Customer Perspective Parameters

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Customers' concerns tend to fall into four categories –

– Lead times (time required for the company to meet its customers' needs)

• For existing products- from order receipt to service delivery

• For new products – from conception to commissioning

– Costs,

– Quality,

– Performance and service (product features).

If these concerns are taken care of then this leads to increase in Market Share by way of

– Customer Acquisition,

– Customer retention,

– Customer satisfaction and

– Customer value creation

Therefore some of the customer perspective parameters for BSNL can be

– Increase in customer numbers (GSM, basic, WLL etc.)

– Tariff or costs per minute of usage

– No of minutes of usage per customer per month

– Customer segmentation parameters like No of corporate customers added

– Average performance score of internal customers

Internal Process Perspective Parameters

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These are measures of what the company must do internally to meet its customers'

expectations. The internal perspective parameters generally address one of the following

concerns -

-Cycle time

- Defect rate

- Quality

- Efficiency

Some of the internal process parameters that can be relevant for BSNL are -

– cycle time (Post sales service) – mean fault clearance time, mean time for

providing new services to existing customers like ISD

– Defect rate – fault rate

– Quality – Average downtime for leased circuits, % of defective bills

– Efficiency – Call completion rate

Learning & Growth Perspective Parameters

This perspective reflects a company's ability to innovate, improve, and learn. It is

the foundation on which other perspective rests. Therefore this perspective must be

aligned to other perspectives. The learning and growth parameters generally address

following concerns –

- Employee learning

- Employee productivity

- Employee motivation and alignment

- Employee empowerment

Some of the learning and growth perspective parameters that are relevant for

BSNL are -

– employee learning (Revenue per Employee, No of staff trained),

– Productivity - (Employees per 1000 lines, staff to customer ratio)

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– Employee motivation & alignment (Suggestions per employee,

Implemented suggestion per employee, Retention, Satisfaction survey can be

thought in long run, No. of new products launched, Volume of business generated

trough new products, percentage of customers opting for new tariff package)

– Empowering Employee to serve customer better (Use of IT – MM

package implementation, HR package implementation, Call centre

implementation)

C) Things to be kept in mind while choosing performance

parameters

While choosing or deciding the performance parameters for

SBUs/sub-divisions/individuals following should be kept in mind –

1. Performance parameters chosen for SBUs or individuals should be linked with

strategic objectives and vision of organization. At any instance the officer concerned

should be able to identify the direct or indirect link between his performance

parameters and one or more of the performance parameter in company’s and circle’s

scorecard.

2. The performance parameters should be measurable and are not subjective. For

example a parameter like “Enhance employee marketing skills” is not measurable as

such. Instead we can put “ No. of staff trained in marketing of telecom services” for a

unit OR “No. of days of training done in marketing” for individuals.

3. The performance parameters should be oriented towards driving desired behavior /

performance. For example if we want that the external plant incharge should improve

the fault rate then the same should be put as performance parameter. We should not

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put no. of pillars rewired or no. of pillars painted as performance parameter because

even after rewiring all the pillars if the desired performance of improvement in fault

rate is not achieved, then there is no point in keeping such a parameter. The unit or

staff should be clear about the fact that it is the improvement in fault rate that is

actually he is trying to achieve and not a beautiful looking pillar.

4. The parameter should be capable of being benchmarked/ properly reported. For

example if we want to put a parameter “decrease in cost of team” for all SDOPs of an

SSA, we should clearly define what we mean by the same. It should not happen that

one SDO is taking salaries and temporary advance in cost of the team while the other

is just including salaries.

5. The performance parameter should be unambiguous and easy to understand. For

example if we are keeping parameter “CCR within the circle” then there is ambiguity

in understanding whether we want Outgoing CCR or Incoming CCR or average of

both. Instead a clearly defined parameter like “Average outgoing STD CCR of all

level II TAX exchanges” can be unambiguously understood and reported.

6. The different posts in BSNL may have the same designation yet their job definitions

may be different in different Circles/SSAs. For e.g. in some SSAs Area Managers

may be looking after functions of switching installation, laying of OFC for overlay

network etc whereas in others the job may be done by separate DGM(Installation) or

DGM(Transmission). Similarly in some SSAs the job of providing connections is

done solely by SDO Phones whereas in others (especially big SSAs) the activity may

figure in job responsibility of SDE (External), SDE(Cable), SDE(Internal) and

SDE(MDF).

One interesting feature of BBS is cross functional/ down the line linkages i.e. it

recognizes that the performance of one unit/individual is dependent on others. It is

suggested that parameters with performance linkages should be incorporated, wherever

applicable. For example activity of ‘Providing a new telephone connections’ has a

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process which involves Commercial Officers, SDO Phones and SDE (Internals).

Commercial officer, apart from external customers, also have internal customers in form

of SDO(Phones). The efficiency of complete process of providing new telephone

connection is dependent on all the officers involved in process. Therefore for

Commercial Officer while preparing BBS, one of the parameters can be “Average

performance score of all SDO Phones”. Also say parameter like ‘no. of NTCs provided’

on scorecard of commercial officer should be sum total of NTC target of all SDO’s

scorecard. These way linkages in performance for internal customers can be created.

It is also suggested that one should prefer to choose parameters that are currently

being measured or can be measured without major change of procedures. E.g. Avoid

benchmarking against customer satisfaction until process to measure the same is in place.

Prioritize - Try and restrict the no. of parameters in a scorecard to ten or so. This

helps in increasing focus of individuals and teams. It is also suggested that middle-level

integrated management teams/committees may be setup to decide the performance

parameters in circles and SSAs/SBUs (Especially for internal process and customer

perspectives parameters). These teams should be drawn from different cells which are

related to those parameters. These teams can also act as “Responsibility Centers” (This

concept has been dealt in detail in one of the following sections).

TYPE OF PERFORMANCE PARAMETER

The type of performance parameter is basically decided by the cause and effect

relationship in the strategy maps. A positive performance parameter is one where an

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increase is desirable (for e.g. number of customers, market share etc.), this is computed as

[Actual Achievement / Target]. A negative performance parameter is one where a

decrease is desirable (for e.g. fault rate, staff-per-thousand lines, etc.), this is computed as

[Target / Actual Achievement]. For more details on computation please see section on

“Calculating performance Scores”.

ASSIGNING WEIGHTS

Weights decide the balance of four perspective of Balance Business Scorecard. In

general the weights for the BBS that have been decided by corporate office have been

more or less kept as follows –

Financial Perspective

15 to 25 %

Customer Perspective

25 to 50 %

Internal Process Perspective

20 to 40 %

Learning & Growth Perspective

10 to 25%

While generating scorecards for lower field formations or individuals, the line the

emphasis on Customer perspective and Internal process should be more.

The most critical parameters should have more weights. For example while deciding the

Balance Business Scorecard of BSNL Territorial Circles, it was felt that for survival and

success of our organization acquiring considerable share of GSM market share is must.

To operationalize this strategy highest weightage of 16% is given to parameter “No.

GSM connections provided”.

Different units may like to differentiate on emphasis that is to be given to

different parameters. Instead of putting same weightages for a particular parameter in

BBS of circles, a more practical approach in the long run would be to give different

weights to different circle. Similarly for SSAs in some units fault rate target may already

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be achieved and we may want to emphasize on CCR. Therefore for that SSA more

weightage can be given to CCR parameter and less to fault rate as compared to other

SSAs.

Those parameters that find direct mention in Company or circle scorecard should

have more weight in the BBS of officers concern. For example though the weightage

given to parameter no. of WLL customers added in BBS of territorial Circles is 4%, in

the BBS of GM/DGM (WLL) more weight should be given(say 15%) as this parameter

directly effects the company/Circle scorecard.

FINALIZING THE TARGETS

Targets are to be set annually (Some units may decide to divide the targets on

quarterly/monthly basis for monitoring). While finalizing the targets for the performance

parameters, it should be kept in mind that the set targets are challenging, but at the same

time realistic. For fixing targets for BBS of 2006-07, it is suggested that last three years

achievements should be taken into consideration, if possible. A better approach is to keep

% increase and decrease over last year as targets and parameters should be defined

accordingly. For example instead of fixing CCR targets in absolute terms (say 55 for this

year when the last year figure was 50), we may define the parameter as % increase in

CCR over last year and the target should be kept as (10% increase over last year i.e. over

50).

Targets for different units for the same parameter may be different depending on

the current status of achieved values. For example there is little logic in fixing fault rate

target of 4% for all SSAs in blanket cover. Instead already achieved values may be taken

into account and target of 3.5% may be fixed for those who have already achieved 4%

and that of 4.5% may be fixed for those who are still at 7% achievement level. In fact

Page 60: Rahul

while fixing targets one should try to benchmark with the past achievements, other

units/officers achievements and the telecom industry’s best practice achievements. For

example, if one of the private operators’ norms for “Average time for fault rectification”

is 4 hours, we can also strive to achieve the same.

Targets should not be changed frequently. Instead, change in targets should be an

exception rather than a rule.

REPORTING OF ACHIEVEMENTS

At the time of finalizing the performance indicators itself, one should keep in

mind how the achievements will be reported. One should try to avoid putting such

performance parameters on BBS in which it is not sure how the achievement data will be

collected or obtained. During the course one should ensure that such processes and

methods are put in place that helps in true and timely reporting of achievements. Like

many other corporate, BBS should drive the use of Information Technology in our

company also. IT deployment should be prioritized and it should aim at monitoring and

measuring the key performance parameters. For example there is a large time lag in

reporting of some of the financial parameters like ‘Return on investment’ and ‘Operating

ratio’. Thus BBS gives an idea where Circle and SBU heads can put Information

technology to use.

Reporting of achievements should be on monthly basis, review can be done

monthly or quarterly. At Corporate Office for the time being quarterly review has to be

done.

CALCULATING THE PERFORMANCE SCORES

Page 61: Rahul

The methodology for computing the performance score on a scorecard consists of

the following steps.

1 Identify the proportionate achievement for each goal on the scorecard by comparing

the actual achievement with the target. (this has been denoted by “B” in the score card

given here for illustration)

- For a positive performance parameter, i.e., where an increase is desirable (for e.g.

number of customers, market share etc.), this is computed as [Actual Achievement

/ Target]

- For a negative performance parameter, i.e., where a decrease is desirable (for e.g.

fault rate, staff-per-thousand lines, etc.), this is computed as [Target / Actual

Achievement]

2 Compute the score for each goal by applying the weightage prescribed for the goal on

the proportionate achievement (computed in step 1) and multiplying this by 100. The

score for each goal is thus computed as [Proportionate Achievement * Weightage% *

100].

3 Compute the total score by adding the score for each goal.

ILLUSTRATION FOR COMPUTING PERFORMANCE

SCORE

This methodology is illustrated for the company scorecard below. Note: The targeted and

actual performance level, have been assumed arbitrarily.

Page 62: Rahul

Perspective Performance

Parameter

Type of

Performa

nce

Paramete

r (P)

Weightage

(W)

Target

(T)

Actual

Achievement

(A)

Proportionate

Achievement (B)

= A/T if P =

Positive; or T/A

if P = Negative

Score =

B*W*100

1 Financial Return on Investment

= PBIT/ Average plant

in services during the

year

Positive 20% 15% 9% 0.60 12.0

2 Financial Staff and

administrative

expenses as a % of

revenue

Negative 5% 25% 30% 0.83 4.2

25%

3 Customer Increase in number of

Fixed Lines

Positive 5% 2.4 Mn 2.1 Mn 0.88 4.4

4 Customer Increase in number of

WLL Lines

Positive 10% 2.0 Mn 1.6 Mn 0.80 8.0

5 Customer Market share in

Mobile Services

(COAI data)

Positive 10% 12% 15% 0.80 8.0

6 Customer Increase in number of

Internet connections

Positive 2% 1.0 Mn 0.7 Mn 0.70 1.4

7 Customer Increase in number of

Broadband

connections

Positive 2% 1,000 1,200 1.20 2.4

8 Customer Number of VCC cards

sold

Positive 1% 10,000 7,000 0.70 0.7

9 Customer ARPU: Basic Services Positive 10% Rs. 500 Rs. 350 0.80 7.0

10 Customer ARPU: Mobile

Services

Positive 10% Rs. 700 Rs. 500 0.71 7.1

11 Customer Customer satisfaction

rating (Overall score in

Annual BSNL Market

Survey)

Positive 10% 90 75 0.83 8.3

60%

12 Internal

Process

Faults per 100

subscribers per month

Negative 3% 12 15 0.80 2.4

13 Internal % of Advice notes Positive 2% 99% 94% 0.95 1.9

Page 63: Rahul

Perspective Performance

Parameter

Type of

Performa

nce

Paramete

r (P)

Weightage

(W)

Target

(T)

Actual

Achievement

(A)

Proportionate

Achievement (B)

= A/T if P =

Positive; or T/A

if P = Negative

Score =

B*W*100

Process cleared within norms

during the year

5%

14 Learning &

Growth

Staff-per-thousand

lines

Negative 10% 8 11 0.73 7.3

10%

Total Score 75.1

RESPONSIBILITY CENTERS & INITIATIVES

Circles and SBUs should add two more columns to the Balance Business

Scorecard on responsibility centers and initiatives. The achievement of targets for the

performance parameters of the Balance Business Scorecards of the Circles/SBUs will

prove decisive for survival and success of our company. Generally the performance

parameters can be achieved only if a group of officers work as a team in aligned manner

Page 64: Rahul

with a shared goal. In view of this it is suggested that Circle/SBU heads should fix

‘responsibility centers’ for each individual parameters.

The responsibility centers should be individual officer or a team of officers

(preferably), who are related to that particular performance parameter. These officers

should jointly own the parameter and should also review the achievement of the

parameter periodically with the corresponding responsibility centers of SSAs/Strategic

Business Units (SBUs). The GM/DGMs concerned for providing the targets for the

parameter will be the coordinating officer for this responsibility center team. These

responsibility centers should also suggest ‘initiatives’ that the circles intend to take not

only in order to achieve the targets related to that particular parameter, but also to excel

in it.

Thus along with the responsibility centers, the related initiatives should be listed

in few words in the BBS itself (in a separate column) for that particular parameter. For

example one of the parameters in Territorial Circle’s BBS is “Value of ITC cards sold in

(Rs Crores)”. A suggested list of initiatives (for excelling in this parameter) that can be

put in few words in the BBS itself can be –

– Increase product availability esp. in rural areas

– Make tariff more attractive

– Increase franchise commission

– Bundle with other products

– Decrease customers procurement time

The responsibility centers, in this case say GM (Marketing) & GM (Finance),

should come out with a detailed plan on as to how the circle/SSA/SBU will go about

implementing, monitoring and reviewing these suggested initiatives in this particular

case. This should be documented. Similar exercise should be done for other initiatives.

This document will basically form the articulated strategy of Circle/SSA/SBU with

respect to a parameter for that particular year. It is also suggested that the initiatives

suggested and the detail document prepared by the responsibility centers be sent to

Page 65: Rahul

respective wing in the Corporate/Circle Office so that the same can be shared with other

circles. A best practice document can also be prepared on the basis of the initiative

documents received from circles. This way initiative can not only help a particular

circle/SSA/SBU to focus efforts on achieving the targets for critical parameters, but also

serve as a feedback to higher office.

1) Balance Business Scorecard for Mr. H.N Singh A.O (Cash & SBP)-

Bareilly for the year 2007-08Perspective Performance

Parameter

Type of

Performa

nce

Paramete

r (P)

Weight age

(W)

Target

(T)

Actual

Achievement

(A)

Proportionate

Achievement (B)

= A/T if P =

Positive; or T/A

if P = Negative

Score =

B*W*100

1 Financial Operating Ratio Negative 8% 67% 68.07% 0.98 8

2 Financial Return on Positive 4% 20% 5.40% 0.27 1.08

Page 66: Rahul

Perspective Performance

Parameter

Type of

Performa

nce

Paramete

r (P)

Weight age

(W)

Target

(T)

Actual

Achievement

(A)

Proportionate

Achievement (B)

= A/T if P =

Positive; or T/A

if P = Negative

Score =

B*W*100

investment

3 Financial Reduction in value

of ideal inventory

Positive 4% 100% 50% 0.50 2

4 Financial Payment of staff

claim

Positive 10% Within

10

days

In due time 1 10

5 Financial Payment of

supplier/contractor

bills

Positive 10% Within

10

days

In due time 1 10

6 Financial Submission of assets

register

Positive 8% 2006-

2007

75% 0.75 6

7 Financial Performance of

internal audit

Positive 8% As

fixed

by C.O

75% 0.75 6

8 Financial Reduction of audit

qualifications

Negative 8% 100% 80% 1.25 10

9 Financial Submission of OAC Positive 10% 1st

week

In due time 1 10

10 Financial Settlement/payment

of all Taxes

Positive 10% 1st of

each

month

In due time 1 10

11 Financial Capitalization of

completed works

Positive 10% 100% 70% 0.7 7

12 Financial Reconstrion of SIM

cards and recharge

coupons

Positive 10% 2006-

2007

80% 0.8 8

Total 100% 88.08

Note:-

1. Performance parameter (P): B=A/T(if P is Positive) or B=T/A(if P is Negative)

2. In case of 0 target the score column may be left blank.

Page 67: Rahul

3. In case target has been fixed as date, the achievement may be fixed in after the date

is over and target has been completed.

4. If an employee scores less than 35% than he is bad.

5. If an employee scores between 35% to 50% then he is an average performer.

6. I f an employee scores between 50% to 65% then he is a good performer.

7 If an employee scores between 65% to 80% then he is a very good performer.

8. If an employee scores above 80% the he an excellent performer

ANALYSIS:-

1. The score on the basis of operating ratio performance parameter is 8

2. The score on the basis of return on investment performance parameter is 1.08

3. The score on the basis of reduction in the value of ideal inventory is 2

4. The score on the basis of payment of staff claims is 10

5. The score on the basis of payment of contractor/supplier bills is 10

6. The score on the basis of submission of asset register is 6

7. The score on the basis of performance of internal audit is 6

8. The score on the basis of reduction of audit qualification is 10

9. The score on the basis of submission of CAC is 10

10. The score on the basis of settlement/payment of all taxes is 10

11. The score on the basis of capitalization of completed works is 7

12. The score on the basis of reconciliation of SIM cards & recharge coupons is 8

And the total of all the parameters is 88.08 which show that he is an excellent performer.

INTERPRETATION:-

With the help of above analysis we can easily interprets that Mr H.N Singh is very

responsible person. The time given for the payments of staff claims to him was 10 days

Page 68: Rahul

and he easily achieve his target in due time, also the time given to him for the payment of

supplier bills was 10 days and in the same way he achieve his target within a due time .

He also settles all the taxes within the time period given to him that is 1st of each month.

2) Balance Business Scorecard for Mr. A.H Khan JAO (PAY & SBP) - Bareilly For the year 2007-2008

Perspective Performance

Parameter

Type of

Performa

nce

Paramete

r (P)

Weightage

(W)

Target

(T)

Actual

Achievement

(A)

Proportionate

Achievement (B)

= A/T if P =

Positive; or T/A

if P = Negative

Score =

B*W*100

1 Financial Submission of Assets register

Positive 8% 2006-07

75% 0.75 6

2 Financial Reduction of audit qualification

Negative 8% 100% 80% 0.80 6.4

3 Financial Reduction in value of ideal inventory

Positive 8% 100% 50% 0.50 4

4 Financial Acceptance & accounting of ATDs

Positive 8% 100% 50% 0.50 4

5 Financial Capitalization of completed works(on receipt of CR)

Positive 8% Within one

month

In time 1 8

6 Financial Preparation of salary bills

Positive 15% 21st of each

month

In time 1 15

7 Financial Preparation of building rents & issue of cheques

Positive 15% 3rd of each

month

In time 1 15

8 Financial Disposal of suppliers bills

Positive 10% Within 3 days

In time 1 10

9 Financial Disposal of staff claims

Positive 10% Same day

In time 1 10

10 Financial Submission of schedules to C.O

Positive 10% 1st of each

month

In time 1 10

Total 100% 88.4

.

Note:-

1. Performance parameter (P): B=A/T(if P is Positive) or B=T/A(if P is Negative)

2. In case of 0 target the score column may be left blank.

Page 69: Rahul

3. In case target has been fixed as date, the achievement may be fixed in after the date

is over and target has been completed.

4. If an employee scores less than 35% than he is bad.

5. If an employee scores between 35% to 50% then he is an average performer.

6. I f an employee scores between 50% to 65% then he is a good performer.

7 If an employee scores between 65% to 80% then he is a very good performer.

8.If an employee scores above 80% the he an excellent performer

ANALYSIS:-

1. The score on the basis of submission of asset register is 6

2. The score on the basis of reduction of audit qualification is 6.4

3. The score on the basis of reduction in value of ideal inventory is 4

4. The score on the basis of acceptance on accounting of ATDs is 4

5. The score on the basis of capitalization of completed work(on receipt of CR) is 8

6. The score on the basis of preparation salary bills is 15

7. The score on the basis of preparation of building rents and issue of cheques is 15

8. The score on the basis of disposal of suppliers bills is 10

9. The score on the basis of disposal of staff claims is 10

10. The score on the basis of submission of schedules to C.O is 10

And the Total score achieve on the basis of above parameter is 88.4 which shows that he

is an excellent performer.

INTERPRETAION:-

With the help of above analysis we can easily interprets that Mr. A.H. Khan is

very sincere to his work because we can see that he made the salary bills within the time

Page 70: Rahul

given to him that is 21st of each month and also he dispose the staff claim within a same

day. He submits the schedules to C.O within the targeted time that is 1st of each month.

But the achievement in the performance in reduction of ideal inventory was just only

50%.

3) Balance Business Scorecard for Mr. A.K Mishra JAO (Cash) - Bareilly For the year 2007-2008

Perspective Performance

Parameter

Type of

Performa

nce

Paramete

r (P)

Weightage

(W)

Target

(T)

Actual

Achievement

(A)

Proportionate

Achievement (B)

= A/T if P =

Positive; or T/A

if P = Negative

Score =

B*W*100

1 Financial Operating Ratio Positive 10% 67% 68.07% 1.02 10.2

2 Financial Return of investment

Positive 10% 20% 5.40% 0.27 2.70

3 Financial Submission of CAC Positive 20% 1st

weekIn time 1 20

4 Financial Payment of staff claim

Positive 15% Within 10

days

In time 1 15

5 Financial Payment of supplier/contractor bills

Positive 15% Within 10

days

In time 1 15

6 Financial Performance of internal audit

Positive 10% As fixed

by C.O

75% 0.75 7.5

7 Financial Reconstrion of SIM cards and recharge coupons

Positive 10% 100% 80% 0.8 8

8 Financial Settlement/payment of all Taxes

Positive 10% 1st

weekIn time 1 10

Total 100% 88.4

Note:-

1. Performance parameter (P): B=A/T(if P is Positive) or B=T/A(if P is Negative)

2. In case of 0 target the score column may be left blank.

Page 71: Rahul

3. In case target has been fixed as date, the achievement may be fixed in after the date

is over and target has been completed.

4. If an employee scores less than 35% than he is bad.

5. If an employee scores between 35% to 50% then he is an average performer.

6. I f an employee scores between 50% to 65% then he is a good performer.

7 If an employee scores between 65% to 80% then he is a very good performer.

8.If an employee scores above 80% the he an excellent performer

ANALYSIS:-

1. The score on the basis of operating ratio is 10.2.

2. The score on the basis of return on investment is 2.7.

3. The score on the basis of submission of CAC is 20.

4. The score on the basis of payment of staff claims is 15.

5. The score on the basis of contractor/ suppliers bills is 15.

6. The score on the basis of performance of internal audit is 7.5.

7. The score on the basis of reconciliation of SIM cards and recharge coupons is 8.

8. The score on the basis of settlement/ payment of all taxes is 10.

And the total score achieved by him on the basis of above parameters is 88.4 which show

that he is an excellent performer.

INTERPRETATION:-

With the help of above analysis we can easily say that Mr. A.K Mishra is very hard

working in nature. He submit all the cash accounts within the specified period that is

every first week of the month, he also made payments of staff claims within the specified

time that is within 10 days. Performance in internal audit is also very good that is 75%

and he make payment of all taxes within the specified time that is first of every week.

FINDINGS:

Page 72: Rahul

As Mr. H.N Singh has scored above 80% this means that he is an excellent

performer. But he has to do more reduction in the value of ideal inventory.

With the help of above analysis we can easily interprets that Mr H.N Singh is very

responsible person. The time given for the payments of staff claims to him was 10 days

and he easily achieve his target in due time, also the time given to him for the payment of

supplier bills was 10 days and in the same way he achieve his target within a due time .

He also settles all the taxes within the time period given to him that is 1st of each month.

As Mr. A.H Khan has also scored above 80% this means that he is also an excellent

performer. But he has to do more reduction in the value of ideal inventory.

With the help of above analysis we can easily interprets that Mr. A.H. Khan is

very sincere to his work because we can see that he made the salary bills within the time

given to him that is 21st of each month and also he dispose the staff claim within a same

day. He submits the schedules to C.O within the targeted time that is 1st of each month.

But the achievement in the performance in reduction of ideal inventory was just only

50%.

As Mr. A.K Mishra has also scored above 80% this means that he is also an

excellent performer. But he had to do more work on return on investment.

With the help of above analysis we can easily say that Mr. A.K Mishra is very hard

working in nature. He submit all the cash accounts within the specified period that is

every first week of the month, he also made payments of staff claims within the specified

time that is within 10 days. Performance in internal audit is also very good that is 75%

and he make payment of all taxes within the specified time that is first of every week.

LIMITATIONS:

Page 73: Rahul

1. Time

2. Quality

3. Performance

4. Service

5. Lack of secondary data

6. Targets are fixed on the basis of last year reports

7. Performance of an individual employee is rated on the basis of very few

parameter

8. Exact and to the point performance of any individual or any company cannot be

computed with the help of the score card

SUGGESTIONS

Page 74: Rahul

Tie up marketing with strategic stores/ prominent business houses for joint

promotion and discount.

Fault free services to the customers, single point settlement of all complaints.

Based on the quarterly expectations of the profit of the circles, a marginal share of

the same can be utilized for matching more than tariff of competitors.

Prompt delivery of the bills, presentment over net to those subscribers who desire

the same, discount of Rs. 10 per bill for such customer

Early bird discounts for early settlement of bills.

Encouraging electronic modes of payments by using facilities offered by other

private firms after obtaining sufficient securities from them.

Collection based incentives to all staff to encourage realization of outstanding by all

staff. This is particularly relevant in the present competitive scenario when

migration of customer in the order of the way, after leaving behind considerable

outstanding.

Last three years achievements should be taken into consideration if possible (for

this year).

CONCLUSION

Page 75: Rahul

The concept of BBS has come a long way since it was first developed in the

beginning of 1990s by Prof Kaplan of Harvard business School along with D. Norton.

Since then it has been adopted in many corporate. Around 55% of fortune 500 companies

have adopted BBS. HBR (Harvard Business Review), one of the most renowned business

publications has acknowledged BBS as the most powerful business idea that has

originated in last 75 years. Kaplan and Norton have been researching on the

implementation of this concept in various organization and they themselves have studied

the implementation in around 300 companies. All this is testimony to the fact that BBS

has been a successful concept.

One thing that needs to be clarified and emphasized is the fact that BBS is an all

encompassing management tool which serves several purposes simultaneously and

measurement of performance is "just one such function". At the outset it helps the top

management to work out a long term strategy and articulate the same within the

organization. It helps in aligning the efforts of the employees on the key areas where the

top management want to stress. Down the line BBS empowers the managers by providing

them a focus. It gives the middle level managers a control on their team. It serves as an

excellent information gathering system and helps in mid-term course correction by

periodic review. It also serves as a performance measurement and management tool.

Deployment of Balance Business Scorecard is a change management exercise

which requires effective and frequent communication down the line. Circles/SBUs should

have communication plan like

– DOs from CGMs/SBU heads

– Holding of Workshops/Seminars at RTTC level

– Discussions/postings on Intranet

– Frequent review meetings / feedback reports on implementation

BIBLIOGRAPHY

Page 76: Rahul

1) Website:- www.natfm.bsnl.co.in

2) Website:- www.upw.bsnl.co.in

3) Balanced Business Scorecard; by Robert Kaplan and David P. Norton

4) Trust in Balance: Building successful Organizations’ on Results, Integrity and

concern; by Robert Shaw

ANNEXTURE

Page 77: Rahul

APPENDIX - I

 

Performance Scorecard for Territorial Circles    

                     Perspec

tive Performance Parameter Wei

ght age

Target Source BSNL HQ

Scorecard-Target-AP

Scorecard-Target-Chattisgarh

Scorecard-Target-Gujrat

Scorecard-Target-Haryana

Scorecard-Target-HP

1 Financial

Operating Ratio 12% Budget 32% 31% 36% 22% 37%

2 Financial

Return on Investment = PBIT/ Average plant in services during the year

8% Budget 10.59

% 3.52%11.18

%21.20

% 4.93%3 Financi

al3rd month collection efficiency(%)

5% TR97 97 97 97 97

    25%            4 Custom

erIncrease in number of connections – Fixed Line

2% LTP60600 8100 37000 34300 16100

5 Customer

Increase in number of connections – WLL

4% SW 134000 25000 96000 63000 50000

6# Customer

Increase in number of connections – GSM

16% CMTS (Plg.)

1000000

700000

1800000

525000

300000

7 Customer

Increase in number of connections – Internet

2% BB76209 8735 68423 60940 8404

8 Customer

Increase in number of connections – Broadband

5% BB 173914 30295

168304 33661 4488

9 Customer

Value of ITC cards sold (Rs. Crores)

1% Budget 24.03 1.27 12.25 2.99 0.49

10#

Customer

Average revenue per subscriber per month (ARPU)- Basic services

6% TR

576 526 544 540 40611#

Customer

Minutes of Usage(Outgoing) per GSM subscriber per month

6% T&C

175 162 126 147 14912 Custom

erTAX line additions 2% TX

80000 5000 29000 27000 1500013 Custom

erRevenue from PCOs (Rs Crores)

1% TR485 29.2 325 120.9 42

14 Customer

Net PCO addition 1% CS39200 1000 2500 200 1000

15 Customer

OFC RKM additions 2% TX2000 1000 2000 800 900

      48%            16a#

Internal Process

Call completion rate Local (%)

3% MS62 70 65.5 71 65

16b#

Internal Process

Call completion rate STD (%) 2% MS49 51 52 42 40

17 Internal Process

Faults per 100 subscribers per month

3% MS<5 <5 <5 <5 <5

18 Internal Process

% Faults cleared within 24 hours

3% MS>90 >90 >90 >90 >90

19 Internal Process

% Advise notes cleared within norms during the year

3% CS80% 80% 80% 80% 80%

Page 78: Rahul

      14%            20 Learnin

g & Growth

CDR Project implementation**

2% IT

         21 Learnin

g & Growth

HR Package implementation* 2% IT

         22 Learnin

g & Growth

Call Center implementation 2% IT

6-Aug 6-Jun 6-Oct. - 6-Oct

23 Learning & Growth

MM package implementation 2% IT

6-Dec 6-Dec 6-Nov 6-Dec 6-Dec24 Learnin

g & Growth

No.of Executives trained 2% TRG

1085 116 863 312 16825 Learnin

g & Growth

No. of staff trained 3% TRG

7751 593 5878 1279 779      13%            

Page 79: Rahul

                         Scorecard-Target-J&K

Scorecard-Target-Karnataka

Scorecard-Target-Kerala

Scorecard-Target-MP

Scorecard-Target-Maharashtra

Scorecard-Target-Punjab

Scorecard-Target-Rajsthan

Scorecard-Target-Uttranchal

Scorecard-Target-UP-E

Scorecard-Target-UP-W

Scorecard-Target-A&N

Scorecard-Target-Assam

Scorecard-Target-Bihar

19% 25% 26% 39% 31% 36% 26% 25% 32% 30% 41% 38% 24%

25.91%

15.69%

14.22%

5.61%

12.73%

18.67%

12.59%

9.15%

7.69%

18.03%

1.00%

10.31%

3.96%

97 97 97 97 97 97 97 97 97 97 97 97 97

                         1260

08450

01266

003910

09430

05610

07610

03900 5190

01230

0400 1120

06000

02800

02110

002570

008700

02090

001240

001680

009000 1150

002700

01000 2500

01360

002000

008000

008000

001350

0002700

0001000

0001100

0002000

001700

0006500

002000

02800

005000

002063

76907

11742

103205

51013

848492

84727

51746

92900

92914

91216 7550 7282

8976 311922

100982

95372

223283

131277

69566

5049 111081

26929

449 22441

76297

2.76 27.78

68.08

9.38 16.78 14.39

6.74 2.22 7.47 7.28 0.46 1.28 2.4

785 668 458 477 570 460 515 569 526 621 442 599 547

209 185 89 162 183 164 168 155 162 155   294 208

34000

40000

50000

10000

85000

32000

10000

7000 16000

16000

  20000

50000

90 437.9

257 103.6

629.7 125.1

229.8

65.1 260.5

168.3

6 108.5

141.6

3000 26400

19000

800 26400

400 2200 1200 8000 200 100 2500 7000

300 2000 1200 1400 2000 1100 1200 690 1500 900 0 300 1500                         

45 62 70 71 58 68 65 76 60 66 50 55 5638 50 57 51 50 46 45 50 35 45 38 38 38<5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5

>90 >90 >90 >90 >90 >90 >90 >90 >90 >90 >90 >90 >90

80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80%                         

                                                  

6-Oct

- 6-May

6-Jun

6-Nov

6-Nov

- 6-May

6-Aug

- 6-Oct

6-Oct.

6-Oct

6-Dec

6-Jul 6-Aug

6-Augt

7-Jan 6-Nov

6-Dec

6-Dec

6-Jul 6-Dec

6-Aug

6-Dec

7-Jan

122 1103 955 549 1329 649 573 115 575 351 18 207 228621 4989 4385 2773 6438 2304 2961 553 3753 1976 47 136 1772

                         

Page 80: Rahul

               

Scorecard-Target-ChennaiTD

Scorecard-Target-Jharkhand

Scorecard-Target-KolkataTD

Scorecard-Target-NE-I

Scorecard-Target-NE-II

Scorecard-Target-Orissa

Scorecard-Target-TN

Scorecard-Target-WB

31% 24% 34% 44% 26% 23% 32% 38%

33.96% 9.49% 39.38% 1.00% 1.00% 11.21% 12.10% 3.77%

97 97 97 97 97 97 97 97               

3600 17300 50700 3300 4200 16200 33700 859008000 38000 114000 7000 9000 36000 83000 190000

550000 275000 600000 125000 125000 500000 1600000 60000064721 8607 87008 5773 7819 14781 58129 14187

246846 32539 251334 8079 8079 28051 66200 1458618.65 18.92 33.95 0.1 0.47 2.47 8.82 8.55

895 590 721 469 639 485 571 436

368 195 182 258 258 239 249 234  20000   6000 2000 5000 94000 47000

100 68.7 115.7 24.7 27.1 85 410.4 153.26000 6500 200 3000 1600 200 26400 15000

100 1000 100 300 300 1300 2000 1200               

74 50 58 56 60 70 75 6758 45 45 40 45 47 58 51<5 <5 <5 <5 <5 <5 <5 <5

>90 >90 >90 >90 >90 >90 >90 >9080% 80% 80% 80% 80% 80% 80% 80%

                                               6-Oct   6-Nov - 6-Jul 6-May - 6-Sep. 6-Dec 6-Sep 6-Dec 6-Dec 6-Dec 6-Dec 6-Dec

437 129 700 92 52 311 1172 2881970 817 2673 474 352 1285 5957 1968