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A
Project Report
On
BENCHMARKING BPL CALL CENTER WITH ITS
COMPETITORS AND TO STUDY CUSTOMER
RELATIONSHIP MANAGEMENT
At
BPL Ltd. !" Ne#r$ P%&ce "'()A*#o+
B#&,&n
Ne, De%#- /!
BY
SHILPY SINGH
UNDER THE GUIDANCE O0 MR.YOGESH DUTTA
1M&n&2er M&r+et-n234 &* & prere5$-*-te 6orp&rt-&% 6$%6-%%7ent o6 MBA de2ree pro2r&77e.
0ORTUNE INSTITUTE O0 INTERNATIONAL
BUSINESS NEW DELHI
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ACKNOWLEDGEMENT
The BPL group is leader in the services sector and the opportunity of
working on a project with BPL is in deed a rewarding experience.
I on my personal behalf and on behalf of my institute !"#T$%&
I%'TIT$T& "! I%T%(TI"%(L B$'I%&'') express my gratitude to
the management of BPL*LT+.
,anager marketing ,r. -ogesh +utta was my guide through out the
project. I feel without his able direction support and guidance this study
would not have been possible.
I would also like to convey my sincere thanks to all the staff members and
the service providers in the call center who were so friendly and helpful to
guide me with my project.
In further years of my career I will cherish my short but useful association
with BPL.
SHILPYMBA
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CONTENTS
/. 0ompany profile
1. &xecutives summery
2. Introduction
3. #esearch 4uestions
Parameters for study
5. "bjectives
6. #esearch ,ethodology
+ata collection instrument
'ampling plan
#esearch design
!ield work
7. !indings
8. Limitations
9. (nalysis and Interpretation
/:.0onclusion
//.#ecommendations
/1.(ppendix
"bservation sheet
4uestionnaire
/2.Bibliography
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CALL
CENTER
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EXECUTIVES SUMMARY
The objective of the study was to benchmark BPL call center against that of
the competitors and to develop ways to increase the efficiency and
effectiveness of the call center in relation of customer relationship
management.
The major issues that were brought out during the study including;*
/. 0ompetitive advantage of companies with call center than the non*call
center companies.
1. ed from the study that;*
( company having a call center definitely has a competitive advantage over
the non*call center companies for customer care.
(dvantages or disadvantages of in house or a franchise call center depends
on the reason for the development of the center. 'ome for example who
are concerned with excellent customer service and to maintain their own
database go in for in house call center where as companies who are more
concerned for operating cost prefer franchise call center.
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=owever the various advantages of the in house call center include;*
i. 'ecurity of the database is insured. There is no risk of the database
being used by some other company or getting lost.
ii. There is usually a competitive advantage as the companies get
instant feedback for its performance i.e. direct communication with
its customers.
iii. True and fair picture of the company performance can be obtained.
iv. It can access the data of the past whenever re?uired during
emergency or otherwise.
v. !or major ?uery or complaints the call can be handed over to the
supervisor@technician@manager etc. and the complete satisfaction of
the customer is insured then and there.
vi. &mployees are more dedicated to perform well as they feel part ofthe company and are aware about the internal functioning of the
organi>ation.
vii. There is more reach.
It was observed from the survey that BPL call center is far better than the
other in house call centers. =owever it was noted that the performance of
&asy 0alls was better than that of BPL in case of services. But these
performance variations are due to the fact that the &asy 0alls is a franchise
call center and its business is increasing revenue and increase its clients
whereas BPL is only concerned with customer satisfaction and promotion
of its products to larger masses.
#anking of the call centers in as follows;*
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&asy 0alls
BPL Ain house
Cerox ,odicorp. AIn house
,icrowave 0ommunication Ltd.
Tata Telecom Ain house
I!B Ain house
(s the competition increases and the confusion in the minds of the
customerDs increases it is more important that the call centers is well
e?uipped and have trained agents so that there is increased customer
satisfaction and thus increased brand loyalty. "therwise it would cost
nothing to customers to shift to the competitors. Properly addressing the
?uery@complaint of customers and sprucing up the internal system BPL
could be in a commanding position in the market and increase its clout in
the market.
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HISTORY
BPLDs history is inspiring where in a span of 27 years it has grown from a
single product company to a multi*category multi*product conglomerate
spanning 7 product areas and over 12: products and services.
In /962 the !ounder and Eroup 0hairman TPE %ambiar began
manufacturing hermetically sealed precision panel meters in Palakkad
Ferala under the name of British Physical Laboratories. =aving worked in
$F and $'(.
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27 years BPL has metamorphosed from an entrepreneurial venture into
IndiaDs biggest consumer electronics company.
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MISSION
BPL is committed to achieve a leadership position in all its groups through
utili>ation of the best and most appropriate technologies applying the
finest manufacturing disciplines and most efficiently marketing high
?uality products and services to consistently give its customers the best
value for their money).
(t BPL objective is to deliver superior value to investors and customers
over the long*term. (nd the mission is strengthened by 3 core beliefs;
+edication to manufacturing
0omplete control over core components G technology
%urturing G leveraging a powerful brand and
Pursuing ethical business practices.
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GUIDING PRINCIPLES
To ensure customer confidence through product ?uality efficient
marketing and effective services.
To continually enhance the 0ompanyDs worth to its shareholders
and investors through sound investments and profitable operations.
To demonstrate a real concern for its employees and to constantly
improve the ?uality and value of their jobs and career advancement.
To be a good corporate citi>en who contributes positively to its
community by protecting the environment and working for public
welfare.
To respect the laws rules and customs of the land and to ensure the
conduct of all company activities will always be to the highest
ethical standards.
The motto Believe in the Best) is guided by 5 principles that aim to
accomplish a singular goal; ?uality.
(t BPL personnel are dedicated to meeting consumer expectations on one
hand and making ?uality a priority on the other.
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THE COMPANY
(t BPL personnel are dedicated to bringing the best of technology and
products to meet the needs of consumers and make their lives comfortable.
They make televisions refrigerators washing machines microwaves audio
e?uipment and many more products that provided entertainment and
facilitate the business of life.
"ne will find BPL products in over 5 million homes across India. Their aim
is to make BPL the first choice of consumers all over India. That is why
?uality is a priority and constant innovation a ?uest. The consumers expect
the best from BPL. Living up to their challenges makes BPL strive to
improve innovate and perform constantly sustaining growth and
profitability. The very nature of the business and the lengths to which they
go to bring its customers the best from the world have earned them the
reputation of being and International Indian).
Their collaborators are 'anyo Toshiba "ctel ,edia "ne and %okia
among others whose expertise and international experience have helped
them to provide the best in India.
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BRAND COMMUNICATION
BPL has always given importance and respect to brand communication.
0onsumers come across advertisements for the brands everywhere H
television print posters direct mail Internet and through sponsorships and
good will campaigns.
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BPLDs first commercial for BPL colour Ts was broadcast in /981 the
very first colour T commercial in India. Television advertising remains a
challenge even in future with more than 2:: cable satellite and terrestrial
channels.
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INTERNATIONAL OPERATIONS
BPL products are now being exported to more than 2: countries making it
necessary for it to enter into strategic alliances with leading Business across
the world.
SCOPE
BPL first began exports in /99/. Today its on its way to becoming a global
brand. They export a range of products across countries and cultures. The
global market is no longer restricted with tariff barriers and cultural
differences. In this ever*changing market they form strategic alliances to
cater to the world.
BPL embarked on a long*term relationship with +ixonDs $FDs leading
durable retailer. BPLDs international offices at $F 0entral &urope and $'
are catering to the west and its ever*growing demand.
They first began by exporting batteries to Japan colour picture tubes and
speakers to other major companies in 'outh*&ast (sia. %ow it is exporting
colour Ts to $F and (ustralia batteries to Japan (ustralia and &urope
and critical 0olour T components to major manufacturers in 'outh &ast
(sia. (lso the entire range of BPL products is available today in 'ri Lanka
and ,iddle &ast.
BPL E$!o "!%e& F$"$!e Fo'$s
BPL &uro trade is a fully owned subsidiary of BPL located at London.
#ecently another office was opened in Bangladesh. B&T is responsible for
the entire international operations of the BPL group including strategic
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sourcing for all group companies and marketing of all BPL group products.
It also overlooks operations of BPLDs 'lovenian unit.
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CHANNEL PARTNERS
( consistent brand policy and close partnership with the dealer community
is their key strengths.
Its IT infrastructure and the Internet will connect the business partners and
integrate re*engineered processes to deliver the best value to the customer.
It will leverage the existing physical and electronic distribution and
information infrastructure as a service to third party businesses.
Its distribution network is a combination of 27 0G!s 22 Branch "ffices
5:: 'ervice 0enters with 3:: sales personnel across product groups
working to reach over 15:: dealers and distributors over /::: distributors
A!,0E and over 2::::: retailers A!,0E.
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CUSTOMER CARE
BPL service mission is to support the vision of the company becoming the
most customer*oriented company in the country by building a proactive
service organi>ation that continuously strives to create customer
satisfaction by internali>ing the best practices of customer relationships
management.
BPL &ngineering Ltd BPLDs after*sales service arm has made service a key
differentiator in product sales. The ?uality of service has a strong
correlation with perceived ?uality of the BPL brand. Today they are on our
way to providing online information for all ?ueries. The consumer can also
find solution for problems through the online =elp line.
It implemented a franchisee system to reach consumers faster and ensure
that they get the kind of service they expect. The call centers provide
information on products register and track complaints. Its service
benchmark was based on inputs generated from 8:::: customers.
They invested 65:: man*days and #s.1.6 million to train our technical and
non*technical customer care employees. Today BPL has 18: exclusive
authori>ed service centers 182 franchisees 23 B%L service centers 11
direct branches /2 supervisory branches and 5 call centers.
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BPL INNOVATES
"ur #esearch G +evelopment and technology initiatives revolve around
providing the latest technologies to consumers at the optimum prices.
The challenge is to anticipate future technology changes and manufacture
products at a price that consumers will be delighted to pay.
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PRODUCT RANGE
The BPL group has a financial and an extensive technical collaboration
with 'anyo &lectric 0o. Ltd.
() Cons$*e! ele'"!oni's
0olor G b@w Ts
ideo 0assette recorder G player
'atellite receiver systems
(udio entertainment system
Lower end 0+s
+igital home theater system
+) Cons$*e! %,,li%n'es - W.i"e #oos
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0ommunication networks
,onitors G other peripherals
'oftware projects Aexports G domestic
Telecom products
0) O11i'e A$"o*%"ion
Plain paper copies
Fey telephone systems
!acsimile machines
2) Ins"!$*en"%"ion
Patient monitoring systems
&0Es
0entral monitoring systems
Instruments
$ltrasound scanners
3) Co*,onen"s
P0Bs
Loud 'peakers
+eflection G other 0T components
Power cords
#elays panel meters.
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INTRODUCTION
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CUSTOMER RELATIONSHIP MANAGEMENT
0ustomers are now in charge. In the post
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Information
'pecific re?uests
0ondition &xisting factors that
influences the use of
inputs processes and
feedback used to
produce outputs.
#ules
Policies
&nvironment
Process &lement
"utput
The steps completed to
use the inputs under
the conditions in orderto produce the outputs.
'teps are represented
by action verbs such as;
Produce
#eview
&dit
"utput That which is produced
as a result of using
inputs under certain
conditions and through
a process.
Products
'ervices
Fnowledge
0onse?uences The effects that an
output has on a
persons product
service or situation.
0ustomer
satisfaction
%eeds met
Problem solved
"pportunity reali>ed
!eedback That which completes
the work cycleM
response to outputs that
confirms success or
indicates adjustment is
needed. (lso response
to processing
0lient reactions
Information needs
#einforcements
!inancial goals
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conditions and
feedback.
Con'l$sion#esponding to the market with a 0#, business strategy is critical not only
to make your company the market leader but to also make it profitable. The
focus of the 0#, business strategy and process cannot be simply
efficiency or communications but it must be effectiveness. To be affective
in your customer approach look outside your company to your customerDs
needs. (ssume responsibility for their success not for managing your
inventory or protecting your corporate assets.
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Reen#inee!in# C%ll Cen"!es&
Ho5 "o C.oose 6e"5een Reen#inee!in# %n Con"ino$s
I*,!ove*en"
Business Process #eengineering ABP# offers call center managers
opportunities for operational improvements and cost savings. In many call
centersM the areas of 0ustomer 'ervice and "perational Performance can be
greatly improved with reengineering. This paper summari>es the challenges
for call center managers today in the areas of operating costs service levels
and new technology and discusses the potential for reengineering to allow
managers to break out of the traditional cost vs. service trade*off. (
comparison is also drawn between reengineering and continuous process
improvement to help determine when reengineering should be used in call
centres.
T.e B%l%n'e 6e"5een Lo5e! O,e!%"in# Cos"s %n
I*,!ove C$s"o*e! Se!vi'e
0all center managers today face common issues around escalating
operating costs rising call volumes longer talk times and
growing customer dissatisfaction with service levels. Because
service has become a critical competitive factory the need to
improve responsiveness and deliver high ?uality service is greater
now and needed faster than ever before. !or many companies
service is their call center.
Feeping up with the changing market place is proving a challenge
for many call centers. The need to reduce operating costs seems
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contrary to improving customer service.
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and customer service. The model of the call center as a voice*only live
agent) operation is being replaced by new ways to deliver excellent
customer service through the call center. Business Process #eengineering is
playing a key role in this transition.
Co*,%!in# Reen#inee!in# %n Con"in$o$s P!o'ess
I*,!ove*en" in C%ll Cen"e!s
0ontinuous Process Improvement and #eengineering are fundamentally
different approaches for improving business performance. The figure below
illustrates the basic steps for continuos process improvement. The process
begins by documenting what you do today. -ou then create measures to
assess your performance based on business needs and customer
re?uirements. (s you execute the process you monitor your performance
over time. The performance results are reviewed and opportunities for
improvement are identified. -ou then design and implement process
improvements and measure the performance of the modified processes.
This loop repeats over and over again and is called continuous process
improvement. -ou might also hear it called business process improvement
functional process improvement etc.
This method for improving business processes is effective to obtain
gradual incremental improvement. It is limiting in that the improvement
efforts are often internally focused and targeted at sub*processes within the
overall process. They are by nature smaller efforts. ,ost importantly they
do not impact the call center pardigm. They do not change how people
think about their work their customers and their business overall.
=owever over the last /: years several factors have created a need for a
new approach to improve business processes. The most obvious driver is
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technology. %ew technologies Alike the Internet are rapidly bringing new
capabilities to businesses thereby raising the competitive bar and the need
to improve business processes dramatically.
(nother driver is the opening of world markets and increased free trade.
'uch changes bring more companies into the marketplace and providing
expected) service levels becomes more difficult. In this marketplace
major changes are re?uired to just stay with the competition. It has become
a matter of survival for most companies.
(s a result companies have sought out methods for faster business processimprovement. ,oreover companies want break though performance
changes not just incremental changes and they want them ?uickly.
Because the rate of change has increased for everyone few businesses can
afford a slow change process. "ne approach for rapid change and dramatic
improvement that has emerged is Business Process #eengineering ABP#.
BP# relies on a different school of thought than continuous process
improvement. In the extreme reengineering assumes the current process
and paradigm are irrelevant H it doesnDt work itDs broke forget it. 'tart
over. 'uch a clean slate perspective enables the designers of business
processes to disassociate themselves from todayDs process and focus on
?uestions like
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your employees your competitors and non*competitors and with new
technology. Eiven this knowledge base you create a vision for the future
and design a totally new business paradigm and business process model.
Eiven the definition of the to be) state you can then create a plan of
action based on the gap between your current processes technologies and
structures and where you want to go. It is then a matter of implementation
and careful change management.
Business Process #eengineering enables call center managers to break out
of the no*win scenario separate themselves from todayDs immediate
problems and innovate. The results can be dramatic improvements in both
operating costs and customer service.
E7%*,les o1 P%!%i#* %n P!o'ess C.%n#es 1!o*
Reen#inee!in# C%ll Cen"e!s
The following list represents some of the mindset changes that can occur
from reengineering your call center;
"ld Thinking;
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"ld Thinking; The call volume handled by our agents is controlled by our
customers.
%ew Thinking; ed
centers.
'ervice options ranging from full self*help or assisted service via the
Internet voice response units fax*back systems and electronic technical
support forums.
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Is !een#inee!in# !i#." 1o! 4o$! '%ll 'en"e! 8
#eengineering may not be the right tool for your right now. The value of
reengineering your call center can be found in the new ways to think about
old problems. 'ome criteria you may use to assess if reengineering is right
for you include;
-our organi>ation is performing below expectations in critical areas for
business success Aoperating costs customer satisfaction ?uality of goods or
services etc. and no obvious solution is apparent.
0all volumes are rising out of control along with operating cost.
It is unclear how to choose between many new technologies and
applications.
0ustomers are dissatisfied with your service despite many attempts to
improve processes and tools.
-ou have embarked on an initiative to produce breakthrough results for
your organi>ation.
Con'l$sion
Business Process #eengineering ABP# offers call center managers an
opportunity to break out of the no*win scenario of cost vs. service trade*off
and enables them to consider different ways to deliver cost effective
customer service. Eiven the strategic importance of service) as a
competitive factor reengineering call centers is becoming an important
improvement strategy for many companies.
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Reen#inee!in# C%ll Cen"e!s 1o! ".e Ne7" Gene!%"ion 9
P!in'i,les %n P!o'esses
#adical departures from old processes and tools mark the coming
of a new age for call centers that will demand new management
techni?ues innovative use of technology and a greater
understanding of the value of call centers to customers.
'urprisingly many call centers still struggle with the basics of
providing acceptable telephone service and in some cases do not
even do that well. The gap between world*class call centers and
the average call centers is growing as the best improve faster and
the average get bogged down in old processes that cannot be fixed
with small incremental improvements. This module focuses on
the reengineering of call centers for the next generation and how
the best call center managers is responding to changing customer
needs and new technology. This is the first in a series of articles
that will expand on the growing role of call centers and their
strategic importance to the enterprise.
Se!vi'e %n ".e s"!%"e#i' i*,o!"%n'e o1 '%ll 'en"e!s in ".e ne7"
#ene!%"ion
'ervice has become a critical competitive factorM the need to
improve responsiveness and deliver high ?uality service is more
important now than ever before. !or many companies service)
is their call center.
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will transition from that of a necessary cost*center) function to a
strategic service offering. 'ome call center managers see this
trend and are planning now for the call center of the future.
In other cases call center managers are not anticipating the need
for new capability. They have critical problems now. They face
rising call volumes and escalating costs. "btaining resources
training these resources and controlling turnover are ongoing
issues. 0ustomers are not completely satisfied with their service
despite many attempts to improve processes and tools. In other
words the call center is performing below expectations in critical
areas for business success Aoperating costs customer satisfaction
?uality of goods or services etc. and incremental improvements
are not enough. These business drivers are forcing these call
center managers to rethink their processes and tools and design
for the future.
T.e ,!in'i,les !ivin# 5o!l:'l%ss '%ll 'en"e! esi#n
(s call center managers develop their strategies for the next generation
several principles should guide decision H making and provide the
foundation for planning and design work.
P!in'i,le ( 9 Give '$s"o*e!;s '.oi'e
0ustomers will expect to choose how they interact with you and your
service must be by their standards and by the media of their choice.
Telephone service cannot be the only media for customer service.
P!in'i,le + 9 P!ovie %''ess %n4"i*e %n45.e!e
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(ccess to services will be every hour of every day from where ever the
customer chooses.
P!in'i,le / 9 En%6le '$s"o*e!s "o .el, ".e*selves
0ustomers will have access to information and can choose self*service or
agent*assisted service. ,any customers will prefer to find information or
initiate transactions on their own.
P!in'i,le 0 9 Pe!son%li
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The only standard is excellence and the only way to achieve excellence is
to measure your success with every transaction and over time.
O$"loo> 1o! ,!o'ess %n "e'.nolo#4
Process changes and new technology will provide key enablers to the call
center in the future. =ighlights of key opportunities for reengineering call
centers for the next generation include;
O,,o!"$ni"4 (: E:*%il
+evelop e*mail a reliable transaction channel in addition to inbound andoutbound voice calls. Teach customers how to use this tool effectively and
ensure that your e*mail processes are responsive.
O,,o!"$ni"4 +: In"e!ne"
0reate Internet site for customer service that provide comprehensive
information access and the ability to initiate transactions. Tightly link the
contact information from the Internet with contact management systems in
the call center.
O,,o!"$ni"4 /: Wo!>1lo5 %n 5o!> o6?e'"s
Integrate voice and electronic transactions into a single workflow with
integrated ?ueues that allow work blending and load balancing of multiple
media types.
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O,,o!"$ni"4 0: Vi!"$%l Cen"e!s
0reate virtue centers that allow employees to choose work locations and
that provide the organi>ation with follow*the*sum capability for
international customer service.
O,,o!"$ni"4 2: Co*,$"e! Tele,.one In"e#!%"ion
$se computer telephone integration A0TI to provide personali>ed routing
and work*object handling and to produce fully integrated reporting on both
electronic and voice transactions.
O,,o!"$ni"4 3: Voi'e Res,onse S4s"e*
Tightly integrate (0+ and voice response systems to allow seamless
transfer back and forth between #$ and agent*assisted service. 'implify
voice response interactions to make them fat and easy to use.
O,,o!"$ni"4 =: S,ee'. Re'o#ni"ion
$se automated speech recognition to reduce transaction times and enable
greater functionality of voice response system including enhanced data
access faster transaction speed and security.
O,,o!"$ni"4 @: M%n%#e*en" Tools
+evelop new resource management tools for integrated voice and
electronic environments in which resources may be geographically
dispersed.
O,,o!"$ni"4 :E*,lo4ee Des>"o,
Provide employees with the capability to access internal and external
AInternet data rapidly to see what the customer sees and to execute
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transactions with a fully integrated desktop such that all employees are
fully empowered to deliver excellent customer service every time.
O,,o!"$ni"4 (:Con"%'" M%n%#e*en"
+evelop contact management systems that can integrate e*mail fax phone
and Internet transaction information into a comprehensive history of
customer contact.
S$**%!4
#eengineering call centers for the next generation will re?uire call centermanagers to fundamental rethink the value of the call center to the
customer and to the business. ,anager will need to drive strategic planning
and design decisions from a set of guiding principles that are customer
focused and that leverage new technology. Incremental improvements will
not be ade?uate to keep pace with growing customer demands for service
that is anything and anywhere. The need to re*design or reengineer the
basic business processes around customer service will be an imperative for
call center managers who are planning ahead for the next generation.
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BENCHMARKING
Bene1i"s o1 oin# i" !i#."
The benefits for your call center from good benchmarking practices are
many. -ou can;
&stablish benchmarks for comparing your own performance.
+evelop an external reference for goal setting.
$nderstanding your competitorOs position.
0ommunicate your performance against external benchmarks to your
management team.
Learn about new call center practices and technology applications.
Improve your call centerOs operation.
These are strong reasons to benchmarks against others. The ?uestion is how
to do it right and how to avoid the pitfalls along the way.
T!%,s %n ,i"1%lls o1 $sin# 6en'.*%!>in# %"%
The pitfalls of benchmarking*when done improperly H can impact both you
and your call center. If benchmarking results are misused you may find
yourself.
'haring benchmarks with your managers that are not valid.
'etting goals based on bad data.
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,isleading your organi>ation Aand yourself.
in# in1o!*%"ion
In many cases the most*common mistakes can be avoided by simply being
aware of the issue and ensuring that your benchmarking partners are
e?ually informed. If you are buying a benchmarking report then it never
hurts to ask a few ?uestions to make sure you are using the benchmarking
data to its fullest potential.
Mis"%>e ( 9 We lie Abut we didnDt mean to
"ne of the most common benchmarking mistakes is failure to ade?uately
define the measures. In some cases the benchmarking measures are
defined but participants donDt use that exact definition in their call center
or do not understand the differences in how measures are defined. In some
cases companies will provide input to the benchmarking study anywaybecause it is the best data they have available. In other cases the wording
of the benchmarking ?uestions is open to interpretation by the participant
and the analysts conducting the study may use bad data unknowingly.
The bet way to avoid this mistake is to understand the precise definition of
the measures used in the benchmarking study and compare apples to
apples) when benchmarking your data reports ask to see the original
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?uestions to be sure that measures were defined ade?uately and that the
?uestions were not ambiguous.
Mis"%>e + 9 S%*,le sie /: T.ei! s"!%"e#4 is o$! s"!%"e#4
It is often tempting to see a successful call center and then try to copy t
hem. =owever what is mot beneficial is to pick and choose those practices
that are applicable to your call center and avoid porting or copying
processes and technology directly to your operation. 0onsider
benchmarking as one source of learning*but not the only source. -our goals
and strategy will always be uni?ue to your business and the best
application of benchmarking information is to leverage those processes and
technologies that are aligned with your business direction and goals.
Mis"%>es 0 : D%"% 5i".o$" ,!o'ess
Fnowing the numbers is only part of benchmarking. $nderstanding the
processes used by others reveals how the measures are being used and how
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performance is being achieved. Benchmarking can produce insights for
new methods in your call center and it is this understanding of new
processes and technology that will yield breakthroughs for your call center.
Mis"%>e 2: Ben'.*%!>in# 1o! ".e s%>e o1 6en'.*%!>in#
Benchmarking should be tied to an overall improvement program and you
should avoid benchmarking for the sake of benchmarking. Benchmarking
should be focussed on your key business issue and targeted to processes or
functions that need improvement. ,ost importantly benchmarking should
be part of your overall performance management system and viewed as
another tool to help improve your call centersD operation.
Mis"%>es 3 9 Ben'.*%!>in# Go%ls
Benchmarking does not provide absolutes nor does it automatically give
you goals for your call center. Benchmarking can provide a window of
performance achieved by other companies. =owever you should set yourcall centerDs goals based on your business and customer needs and what
you need to achieve to be profitable and competitive in your marketplace.
Benchmarking data only provides a framework or reference point and
should not be immediately elevated to the position of goals) for your call
center.
Mis"%>es = 9 In se%!'. o1 %n in$s"!4 s"%n%!
There are no industry standards.) If you find one labeled as such use it as
just another reference point. There is no official or sanctioned standards for
performance measures for call centers. The competitive marketplace
defines the standard and that is constantly shifting. ation.
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Mis"%>es @ 9 Ben'.*%!>in# onl4 5i".in 4o$! in$s"!4
,ost business processes can benchmark across many industries. In fact
some of the mot dramatic lessons come from learning from those who
operate outside of your industry. +ifferent industries H including non*call
center industries address the same problems in completely different ways
and learning these methods may be just what your call center needs to
create a competitive advantage.
Mis"%>es 9 Ben'.*%!>in# %s % *%!>e"in# "ool 1o! o".e! se!vi'e
(void doing benchmarking in the guise of marketing other services such a
consulting or selling other products. endors and consultant may conduct
or sponsor studies but always consider the source the process used and
recogni>e objective vs. subjective studies. That I not to say that you cannot
learn valuable information from these types of benchmarking studies. Just
be aware of how and why the study was conducted and weigh the data and
conclusions with that in mind.
Mis"%>es ( 9 I *$s" #o on:si"e *4sel1
&xisting benchmarking studies offer immediate information and are
relatively low cost compared to doing your own benchmarking project and
visiting other call centers yourself. Planning and implementing
benchmarking studies and site visits can be expensive and take a long time.
'o how do you choose what approach to use If benchmarking reports are
readily available applicable to your operation and low cost then you
should take advantage of these sources. =owever standard reports may not
address the specific needs of your call center. -ou may need to initiate your
own benchmarking project when;
-ou have a very speciali>ed area of focus
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%o existing data on your focus area is available or
The benchmarking project is re?uired to support a major change
project.
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S$**%!4
The real goals of benchmarking are to;
$nderstand how you are performing compared to external measures
+evelop a reference point for setting goals
Learn about new processes and technologies to improve your own
performance and
,aintain an external focus.
"ne should always be proactive in making benchmarking projects succeed.
=ere are some tips to make this happen;
&nsure that solid definitions are used in the benchmarking project.
$se the benchmarking data to learn from others but apply what
make sense to your business.
'et goals based on your customer and business needs H not solely on
benchmarks.
!ocus your efforts e?ually on how performance levels are achieved H
the strategies processes and technologies used Hand not just the
benchmarking statistics.
Benchmarking is an excellent tool to learn new approaches to your business
and build external focus into your improvement programs.
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sound benchmarking practice will ensure that your benchmarking efforts
have a significant and positive impact on your call center.
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RESEARCH UESTIONS
4/.
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PARAMETERS AFFECTING THE
PERFORMANCE OF A CALL CENTER
I. Type of call center.
In house
!ranchise
II. 'ervices provided
Inbound
4uery
0omplaints
"utbound
0ustomer satisfaction
Promotional survey
III. %o. of service centers.
0ontact with the service centers
!ollow up
I. %o. of calls per day
0omplaints
4uery
. (utomatic 0all +istributor
#esponse time
%o. of rings
Languages used
=old time
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=old music
0onsistency
0all handling procedure
4uality
oice
Pitch
olume
I.
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C. 'ituation targets @ procedure followed.
CI. =ow the call center is linked to meet the organi>ational goals.
CII. 'ervice providers cost as of total benefits from the call center.
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PROECT OBECTIVE
Gene!%l O6?e'"ives
To study and benchmark the BPL call center against the competitorDs cal
centers.
S,e'i1i' o6?e'"ives
I. To study and analy>e the BPL call center.
II. To study various call centers in relation to 0ustomer #elationship
,anagement A0#,
III. To compare and contrast i.e. benchmark BPL call center against the
competitors call centers.
I. To develop ways and means to increase efficiency and effectiveness of
BPL call center.
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RESEARCH
METHODOLOGY
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RESEARCH METHODOLOGY
,arketing research includes all activities that enable an organi>ation to
obtain the information it needs to make decisions about itDs marketing mix
and itsD potential consumers and customers. ,ore specifically marketing
research is what it does we must keep in mind that;
It plays in all three phases of management process in marketing
planning implementation and evaluation of data.
It is more than just collection of data.
It recogni>es the researcherDs responsibility to develop information that
will be useful to managers.
NEED FOR MARKETING RESEARCH
,anagement in any organi>ation need information and lots of it H about
potential markets and environment forces in order to develop successful
strategic marketing pans and to respond to changes in market place. ( ma
of data is available in both from external and internal resources and both
from and within the firm. The challenge is how to transform the raw data
into information and how to use it effectively.
Today many forces dictate that every firm has access to timely information.
'ome of thee factors and their relationship to information management
include;
Co7pet-t-8e pre**$re9To be competitive companies must develop and
market new products and services more ?uickly than ever before.
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E:p&nd-n2 7&r+et9 ,arketing activity is becoming increasingly
complex and broader in scope as more firms operate in both dometic
and foreign markets.
Co*t o6 7-*t&+e*9 Introduction and marketing a new product is
enormously expensive. ( product failure can cause severe*even fatal*
damage to the firm.
Gro,-n2 c$*to7er e:pect&t-on*9 The lack of timely ade?uate
information about a problem with some aspect of an organi>ationDs
marketing can result in business loss.
SAMPLING PLAN
S%*,le sie should be as large a
possible. But as the concept of call center is new in the country +elhi ha
only a limited no. of call centers Aboth inbound and franchise. 'o almost a
good ample of call centers was included in the sample si>e. =ence an
optimal solution was taken out which gave valid results.
'ample 'i>e H 6
D%"% Colle'"ion Me".o
'ince call center concept is considered to be new in India availability of
primary data was somewhat limited. 'o all the data was collected from
?uestionnaire and observation sheets i.e. the secondary data.
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Information about the basic concepts of call center was collected from
various books maga>ines net surfing and rest of the specific information
was gathered from the survey.
RESEARCH DESIGN
&xploratory research is primary research which goes into a problem to
understand new relationship between variablesM thus the purpose of an
exploratory research is primary to development and understand new
hypothesis to cover all possible outcomes.
Fiel5o!>
The fieldwork consisted of getting relevant information through
?uestionnaire and observation sheet administered to the various heads of
the call center.
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FINDINGS
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FINDING
To benchmark BPL call center with other call centers a survey was
conducted. The survey consisted of two parts*?uestionnaire and
observation sheet.
The interpretations drawn from the survey is as follows;
FRANCHISE CAL CENTERS
!ranchise call centers are working for number of clients and provide
services to them in order to increase revenue. These call centers work for
13 hrs. a day and 265 days a year.
+epending on the re?uirements of the clients it provide both inbound
A?uery and complaints and outbound Acustomer satisfaction and
promotional survey services to them.
+epending on the type of clients it receives /::*/5: calls per day and are
suppose to make 5:*6: contacts daily.
T.e *%in 1e%"$!es o1 ".ese '%ll 'en"e!s in'l$es&
/. The nature of services depends on the type of clients.
1. The main aim of the call center is increase the no. of clients in order to
increase their revenue.
2. These call centers charge for the services they provide to the clients
and charge extra if they provide their own database to the clients for
promotional survey etc.
3. Their business is the call center.
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5. They receive the calls and direct it to the company@service
centers@dealers depending on the re?uirements of the clients and are
not responsible for the follow up.
6. They do not form the part of the company. They form separate identify
from the clients.
Wo!>in# %*6i%n'e&
/. The call center is well e?uipped with ecostic tiles and is air*
conditioned.
1. The computers are serviced weekly.
2. (de?uate amount of space is provided to the service providers to carry
on their work.
3. 'ervice providers have access to tea@coffee dispenser and are
sometimes provided with snacks.
I+I MEDIA LTD)
The I1I ,edia Ltd. is a franchise call center working in shifts where in
girls are working for the morning shift and boys are working for the
evening shifts. It has a no. of clients like the
(sian paints
P'
(%Q
(ir Tel
Birla 'un Insurance
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+ominos etc.
M%in 1e%"$!es&
/. It is providing both inbound and outbound services depending on the
re?uirements of the clients.
1. Telephone fax e*mail and pagers are the entry options provided to the
customer of these clients.
2. +epending on how big the client is it receives 5:*/:: calls per day per
person and is scheduled to make 5:*/:: outbound calls.
3. The common call handling procedure includes receiving the calls and
directing the calls to the company@service center@dealers depending on
the clients needs.
5. The supervisors are in charge of the overall working of the service
providers and to deal with the callers for specific ?uery or complaints.
6. The performance of the service providers is measured by listening to
the call handling and how these people are communicating.
7. Incentives are given to the service providers depending on the no. of
calls they attend and how they are able to satisfy the customers which
keeps them motivated.
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MICROWAVE COMMUNICATIONS LTD)
,icrowave 0ommunication Ltd. is a franchise call center where in their
clients includes companies like;
%IIT
(B, (mro etc.
M%in 1e%"$!es&
(part from the main feature of the franchise call centers the specific
features of this center include;
/. The center constitutes of both dedicated and non*dedicated staff. The
dedicated staff is working for only one client whereas the non*
dedicated staff works for more than one client.
1. +epending on the nature of assignment they receive about 5:*/::
calls per day per person and are re?uired to make 5:*6: calls per day.
2. =owever the turnover is very high in the center as they recruit 1:*2:
people yearly.
3. The common call handling procedure includes attending the calls and
directing them to the company@service centers@dealers depending on
the re?uirements of the clients.
5. The goals of the center includes to insure sustaining of the clients
client satisfaction and ensure excellent call handling which is
important to maintain the flow of revenue.
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IN HOUSE CALL CENTERS
The in house call centers are formed and maintained by the company itself.
They form the part of the company and are usually maintained to cater to
the needs of a particular company. It constitutes of dedicated staffs that are
handling the ?uery and complaints of the customers and are making out
bound calls for customer satisfaction and promotional survey etc.
Av%n"%#es o1 in:.o$se '%ll 'en"e!s in'l$es&
i. 'ecurity of the database is insured. There is no risk of the database
being used by some other company or getting lost.
ii. There is usually a competitive advantage as the companies get instant
feedback for its performance i.e. direct communication with its
customers.
iii. True and fair picture of the company performance can be obtained.
iv. It can access the data of the past whenever re?uired during emergency
or otherwise.
v. !or major ?uery or complaints the call can be handed over to the
supervisor @ technical @ manager etc. and the complete satisfaction of
the customer is insured then there.
vi. &mployees are more dedicated to perform well as they feel part of the
company and are aware about the internal functioning of the
organi>ation.
vii. There is more reach.
BPL
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The main aim of BPL call center is customer satisfaction and promotion
BPL products to the large masses.
T.e se!vi'e ,!ovie!s
The BPL call center constitutes of eight dedicated service providers along
with two supervisors. 8: are females.
!ive of them are providing in bound services i.e. answering to
?ueries and complaints of the customer.
!our are making out bound calls for customer satisfaction and
promotional survey.
They work for five and a half days a week in two shifts from 9a.m. H 5p.m.
and //a.m. H 7p.m.
The complaints are feed into a standardi>ed database and maintained for
further contacts.
C%ll .%nlin# ,!o'e$!e
/. Telephone fax and e*mail are the entry options provided to the
customers.
1. "n an average it receives 1:*5: ?uery call and 5:*/:: complaint
calls per person per day. (nd is suppose to make /::*/5:
outbound calls per week per person.
2. The calls are registered in the software and are dedicated to the
service centers depending on the area specific. The servicing is
schedule to be completed in 13hrs. There are around /:*/5
service center of BPL in +elhi.
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3. In case of repeated calls the reminder is sent to the service
centers and action taken in case of negligence.
5. This data is maintained for all the future correspondence.
Wo!>in# %*6i%n'e
BPL has a healthy working environment. The employees are friendly
helpful and sincere towards their work.
/. The center is air conditioned with up to date computers.
1. 0offee@tea dispensers are provided to the employees and have
sufficient space to move about.
2. The computers are serviced monthly and thoroughly cleaned on
weekly basis.
Go%ls
The service providers are well informed about the goals in relation to the
call centers and abide by its policies and procedure and responsibilities of
the supervisors. Their main aim is to attend maximum no. of calls in a day
and provide satisfaction to the customers.
XEROX MODICORP)
The main aim this call center is to lodge in the customerDs complaints. It
provides post sale services to its customers.
T.e se!vi'e ,!ovie!s
The call center constitutes of five dedicated service providers along with
one supervisor. (ll females
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!ive of them are providing in bound services i.e. answering the
complaints of the customers.
They work for five and a half days a week from 9a.m. H5p.m. theirperformance is measured buy ?uality and commercial auditM review of their
service deliverable parameters.
The complaints are feed into a standardi>ed database and maintained for
further contacts.
C%ll .%nlin# ,!o'e$!e
/. Telephone fax pagers and e*mail are the entry options provided
to the customers.
1. "n an average it receives 5:*/:: complaint calls per person per
day. =owever no out*bound calls are made in the cal center at
present.
2. The calls are registered in the software and are directed to the
service center by auto paging through the systems depending on
the area specific. The servicing is schedule to be completed in
13hrs. There are around 5 service centers of Cerox in +elhi.
In case of important clients the company also provide direct
pager@mobile no. facility to them and servicing is done in no
time a possible.
The service center in no time has to inform the call center that
the technician has been sent to the client.
3. In case of repeated calls the reminder is sent to the service
centers and action taken in case of negligence.
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5. This data is maintained for all the future correspondence.
6. In order to motivate the employees a monthly award is
announced in cash or kind for the employee with best
performance in handling clients and the no. of complaints they
answered. This helps the employees to work more efficiently and
effectively.
7. They review the performance by the employees daily call
attendance listing to the calls in between retention of customers.
Wo!>in# %*6i%n'e
It has a healthy working environment.
/. The center is air conditioned with up to date computer.
1. 0offee@tea dispensers are provided to the employees.
2. =owever the space is less than re?uired.
3. The computers are thoroughly cleaned on weekly basis.
Go%ls
The service providers are well informed about the goals in relation to the
call centers and abide by its policies and procedures. Their main aim is to
attend maximum no. of calls in a day and provide satisfaction to the
customers.
IFB
I!B has an in*house call center its aim being customer satisfaction. They
provide in*bound services and out*bound services if need be.
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T.e se!vi'e ,!ovie!s
They work for five and a half days a week from 9a.m.*5p.m. their
performance is measured gross call ratio and field call ratio. The
complaints are feed into a standardi>ed database and maintained for further
contacts.
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C%ll .%nlin# ,!o'e$!e
/. Telephone and fax are the entry options provided to the
customers.
1. "n an average it receives 5:*/:: complaint and ?uery call per
persons per day. =owever no out*bound calls are made in the
call center at present.
2. The calls are directed to the service centers depending on the area
specific. The servicing is schedule to be completed in 13hrs.
There are around 5 service centers of I!B in +elhi.
3. In case of repeated calls the reminder is sent to the service
centers and action taken in case of negligence.
5. This data is maintained for all the future correspondence.
Wo!> %*6i%n'e
It has a healthy working environment.
/. The center is not air*conditioned but is e?uipped with computers.
1. 0offee@tea dispensers are provided to the employees.
2. =owever the space is less than re?uired.
3. The computers are cleaned on monthly basis.
Go%ls
The service providers are not informed about the goals in relation to the
call centers. They are told to keep the customer satisfaction to the optimum
level which leads to brand loyalty and create word of month.
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LIMITATIONS
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LIMITATIONS
The survey was conducted as efficiently as possible. But however some of
the following limitations could not be ruled out.
/. The call centers are new and few in numbers in +elhi.
1. The call center heads were reluctant to give information
regarding their performance hence accurate and ade?uate
information was difficult to obtain.
2. Primary data available about the call centers was also limited.
3. (s the call centers are at itDs development stages the managers
hesitate to disclose their policies and procedures due to
competition.
5. Time was limited.
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ANALYSIS
-
INTERPRETATION
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ANALYSIS AND INTERPRETATION
An%l4sis o1 P%!%*e"e!s
Co*,%n4 P%!%*e"e!s Ave!%#e R%"in#
No) o1 Rin#s &xcellent Eood !air Poor (0+
BPL
I!B
,icrowave
0ommunicationLtd.
Cerox
,odicorp.
I1I ,edia Ltd.
G!ee"in#s Eood (verage Poor
BPL
I!B
,icrowave
0ommunication
Ltd.
Cerox
,odicorp.
I1I ,edia Ltd.
$%li"4 o1
Res,onse
Eood (verage Poor
BPL
I!B
,icrowave
0ommunication
Ltd.
Cerox
,odicorp.
I1I ,edia Ltd.
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Consis"en'4 Eood (verage Poor
BPL
I!B
,icrowave
0ommunicationLtd.
Cerox
,odicorp.
I1I ,edia Ltd.
Pi"'. Low (verage Poor
BPL
I!B
,icrowave0ommunication
Ltd.
Cerox
,odicorp.
I1I ,edia Ltd.
Hol Ti*e /: 'ec. 1: 'ec. 2: 'ec. 3: 'ec. "thers
BPL
I!B
,icrowave
0ommunication
Ltd.
Cerox
,odicorp.
%o hold
I1I ,edia Ltd. %o hold
continuous
flow
M$si' 'mooth (verage "thers
BPL
I!B %o music at hold
,icrowave
0ommunicationLtd.
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Cerox
,odicorp.
%o music on hold
I1I ,edia Ltd. %o hold no
music
Res,onse Ti*e /.5 min. 2 ,in. 5 ,in.
BPL
I!B
,icrowave
0ommunication
Ltd.
Cerox,odicorp.
I1I ,edia Ltd.
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ANALYSIS OF SERVICES
T4,e o1 Se!vi'es
Co*,%n4 Pe! S%les S%les Pos" S%les O".e!s
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
Se!vi'es P!ovie
Co*,%n4 In Bo$n O$" Bo$n O".e!s
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
T4,e o1 in6o$n Se!vi'es
Co*,%n4 $e!4 Co*,l%in"s O".e!s
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp. +epends
I1I ,edia Ltd. +epends
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T4,e o1 o$" 6o$n se!vi'es
Co*,%n4 C$s"o*e!
S%"is1%'"ion
P!o*o"ion%l
S$!ve4
O".e!s
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp. +epends
I1I ,edia Ltd. +epends
En"!4 o,"ions "o ".e '$s"o*e!s
Co*,%n4 Tele,.one F%7 E:*%il O".e!s
BPL
I!B
,icrowave 0ommunication Ltd. Pagers
Cerox ,odicorp. Pagers
I1I ,edia Ltd. Pagers
Wo!>in# .o$!s
Co*,%n4 2 H!s) 3:= H!s) @:( H!s) ( .!) O".e!s
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp. 13 =rs.
I1I ,edia Ltd. 13 =rs.
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Wo!>in# A*6i%n'e
Co*,%n4 Yes No
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
Sn%'>sl$n'. ,!ovie
Co*,%n4 D%il4 Wee>l4 Mon".l4 So*e"i*es Neve!
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
S,%'e ,!ovie
Co*,%n4 +2 sJ)1") +2 sJ)1") +2sJ)1" O".e!s
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
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E'os"i' Ti"les
Co*,%n4 Yes No
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
Ai! Coni"ione!
Co*,%n4 Yes No
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
Co*,$"es Se!vi'e
Co*,%n4 D%il4 Wee>l4 Mon".l4 O".e!s
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
Conve4%n'e F%'ili"ies
Co*,%n4 Yes No
BPL
I!B
,icrowave 0ommunication Ltd.
Cerox ,odicorp.
I1I ,edia Ltd.
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CONCLUSION
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CONCLUSION
!rom the above findings analysis and interpretations it can be concluded
that;*
/. ( company having a call center definitely ha a competitive
advantage over the non*call center companies for customer care.
1. (dvantages or disadvantages of in house or a franchise call
center depends on the reason for the development of the center.
'ome for example who are concerned with excellent customer
service and to maintain their own database go in for in house call
center whereas companies who are more concerned for operating
cost prefer franchise call center.
2. It was observed from the survey that BPL call center is far better
than the other in house call centers. =owever it was noted that
the performance of &asy 0alls was better than that of BPL in cae
of services. But these performance variations are due to the fact
that the &asy 0alls is a franchise call center and its business is
increasing revenue and increase its clients whereas BPL is only
concerned with customer satisfaction and promotion of its
products to larger masses.
3. #anking of all centers in as follow;
I. &asy 0alls
II. BPL Ain house
III. Cerox ,odicorp. Ain house
I. ,icrowave 0ommunications Ltd.
. I!B Ain house
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RECOMMENDATIONS
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RECOMMENDATIONS
It is very important to decide which measures matters to your call center to
your business goals and to your customers. There are no magical industry
standards to strive for.
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1. ,icro Breaks; (bout every hour or so the service providers
should walk around and perform other tasks such a filling or
running errands.
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5. ,ake them feel they are the vital members of the companyDs
teamM it is they who deal directly with the companyDs most
valuable assets the customers.
6. 0ommunicate the goal and measurements to the entire team. Tell
them who uses them who uses the measurements and how and
what action are taken when the targets arenDt met. ,ost
importantly show the companyDs progress over time to so that the
employees know that they are on the right track.
7. ,otivate and reward employees with additional training offering
career path and recognition.
Eiving them training in various field such as selling sales
probing and computer training every 3 to 6 weeks so that
they act as multi skilled customer care representative and
support customer relationship management.
arious compensation and incentive packages should be
provided to the service providers depending on their ?uarterly
or yearly performance to keep them motivated.
Provide them with various career paths like leading position
in other parts of the business such as IT product
development human resource marketing and sales etc. so that
the employees do not feel stagnation in their job.
arious product discounts club discounts can also be
provided to the employees to keep their morale high.
Eet together or a small party is a more effective tool fortraining and development of the service providers.
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=igh level of performance of an employee should be
recogni>ed in front of every one and various performance
tokens should be provided to them.
T.e '$s"o*e!s
'ervices have become a critical competitive factorM the need to improve
responsiveness and deliver high ?uality service is more important now than
ever before. Therefore care must be taken while dealing with the customers
because it does not cost anything to the customers to shift to the
competitors.
/. &nable the customers to help themselves. 0ustomers will have
access to information and can choose self*service or agent H
assisted service. ,any customers will prefer to find information
or initiate transactions on their own.
1. 0ustomers should be educated about the concept of call center
through advertisements so that they have greater access to it.
2. +epending on the complexity of the problem and the type of
customers labors charges should be determined to give more
convenience to the customers.
3. $se structured e*mail forms rather than free from messaging.
This insures that the information needed for processing is
complete and the structure makes it easier for automated
processing.
5. +evelop contact management systems that can integrate e*mail
fax phone and Internet transaction information into a
comprehensive history of customer contact.
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ANNEXURE
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UESTIONNAIRE
Co*,%n4 P!o1ile&
Name of Respondent
Designation
Name of Company
Type of Call Center
Working days of the call center
Telephone No.
E-mail address
Gene!%l In1o!*%"ion
1. Please tick the appropriate answer.
. !"thenticity and confidentiality of the information pro#ided will $e maintained.
UESTION
4./
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4.7 (re the service providers working in shifts A'hift timings
-es %o.
4.8 =ow many ?uery calls do you receive per day per person
S1: 1:*5: 5:*/:: R /::
"ther please specify
4.9 =ow many complaints call do you receive per day per person
S5: 5:*/:: /::*/5: R /5:
"ther please specify
4./: =ow many outbound calls do you make per day per person
S5: 5:*/:: /::*/5: R /5:"ther please specify
4.//
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4./7 =ow many people do you recruit monthly@yearly
1*5 6*/: R/:
"ther please specify
4./8
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a If yes are the service providers aware about the situational targets
-es %o
b If yes then how are service providers and the call centers linked to meet the
organi>ational goals.
c
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OBSERVATION CHART
S)No)
P%!%*e"e!s R%"in#s
/. %o. of #ings (A/ ring
&xcellent
+ A1 rings
Eood
/A2 rings
!air
0A3 rings
Poor
2A5 rings
(0+
1. Ereetings (
Eood
+
(verage
/
Poor
2. 4uality of
#esponse
(
Eood
+
(verage
/
Poor
3. 0onsistency (
Eood
+
(verage
/
Poor
5. Pitch (
Low
+
(verage
/
Poor
6. =old Time (
/: 'ec.
+
1: 'ec.
/
2: 'ec.
0
3: 'ec.
2
"thers
7. ,usic (
'mooth
+
(verage
/
"thers
8. #esponse Time (
/.5 min
+
2 min.
/
5 min.
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BIBLIOGRAPHY
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BIBLIOGRAPHY
/. Philip Fotler ,arketing ,anagement.
1. 0all 0enter ,aga>ine.
2. ,arketing #esearch
3. %et 'urfing.