VSRD International Journal of Business and Management Research, Vol. 3 No.

4 April 2013 e-ISSN : 2231-248X, p-ISSN : 2319-2194 VSRD International Journals : www.vsrdjournals.com

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REVIEW ARTICLE

ROLE OF CRM IN THE CHANGING FACE OF INDIAN TELECOM INDUSTRY

Meera Arora
Research Scholar, Department of Management Studies, Singhania University, Pacheri Bari, Rajasthan, INDIA. Correspondence Mail : meera_arora@rediffmail.com

ABSTRACT
Increasing competition and decreasing customer loyalty have led to the emergence of concepts that focus on the nurturing of relationships to customers. Customer Relationship Management (CRM) has emerged as an amalgamation of hardware, software, process, applications and management commitment to improve customer service, retain customers, and provide analytical capabilities. Times are tough for telecom service providers also as the industry is experiencing a transformation from being a monopoly market to a competitive market and many players are ready to grasp the hands of customers through numerous measures like cutting the call charges and making other attractive offers. Retaining the customers for survival has become a focal point and effective and personalized customer relationship management is the mantra for telecom industry. The ultimate goal of CRM in telecom sector is to provide a comprehensive suite of software applications that enable them to increase revenue, productivity and customer satisfaction by managing, synchronizing and coordinating customer interactions across all touch points including web, customer contact centres, field organization and distribution channels. The paper aims to throw light on the growth and present status of Indian telecom industry and examines the role of CRM in Indian telecom industry. Keywords : CRM, Customer Relationships, Customer Satisfaction, Customer Retention, Customer Value, Customer Churn Telecom Service Providers.

1. INTRODUCTION Telecommunication is one of the prime support services needed for rapid growth of any developing economy and is one of the fastest developing sectors in India. Telecommunication sector in India can be divided into two segments: Fixed service providers and Cellular service providers. Fixed line services consist of basic services like national or domestic long distance and international long distance services. Cellular services can be further divided into two categories: global system for mobile communication (GSM) and Code division multiple access (CDMA). The GSM sector is dominated by Airtel, Vodafone and Idea Cellular, while CDMA sector is dominated by Reliance and Tata Indicom. A decade ago, India was at the bottom of the pyramid in the world telecom market. But After opening of the telecom sector for competition, through liberalization, disinvestments, privatization and demonopolization initiatives adopted by the government of India, the industry, especially the mobile segment is experiencing a tremendous growth and today we are the second largest telecom market in the world. The numbers of telephone connections were 935.18

Million at the end of October 2012, as compared to 41 million at the end of December 2001. However the number of telephone subscribers in India decreased to 895.51 Million at the end of December 2012, thereby registering a negative growth rate of -2.82%. The overall tele-density in India has declined to 73.34. The urban teledensity is 149.9 and rural tele-density is 39.85.The composition of the telecom sector too has witnessed a structural change, with the private sector accounting for 88 % of the total connections. 2. CURRENT SCENARIO : CHALLENGES AND OPPORTUNITIES The glory of Indian telecom is unparalleled. Extraordinary growth, exemplary innovation in technology as well as services offered, constantly dropping prices of services, and a booming subscriber base are some of the characteristics that define dynamics of this market today. The Indian telecom sector offers unprecedented opportunities in various areas, such as rural telephony, 3G, virtual private network, value-added services, etc. The industry is expected to continue to record good subscriber growth as a result of low penetration levels, heightened competition; a sustained fall in minimum subscription cost and tariff that increase affordability for

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lower-income rural users, expansion of coverage area by mobile operators, and government support through schemes such as the rural infrastructure roll out funded by subsidies from the Universal Service Obligation (USO) Fund. 3. OPPORTUNITIES FOR THE INDUSTRY Rural Penetration : As urban market in India is highly saturated, rural coverage is the key growth strategy for most operators. Rural tele-density is still under 50% with significant growth potential whereas the urban teledensity has already crossed 100%. 3G Services - Potential Growth Driver : The 3G services will be instrumental in stimulating future growth of the telecom industry. The 3G services will not only facilitate business through provision of high-speed data and content rich services but also will play a pivotal role in bridging the urban-rural divide by facilitating faster mobile deployment in rural areas. The launch of 3G has facilitated introduction of various value added services such as video calling, gaming, high-speed Internet access and other data services, which in turn might provide some support to the falling ARPU Worldwide Interoperability for Microwave Access (WiMAX) : In the wireless communication arena, WiMAX technology has emerged as one of the most significant developments. Deployment of WiMAX would not only enable the provision of high-speed internet services through high bandwidth spectrum but also prove to be a useful mode of communication in inaccessible terrains. WiMAX could be used as an alternative to cable and DSL for providing broadband access in rural areas and hence could be a major factor driving the growth of Indian telecom services, especially the wireless services Mobile Value Added Service (MVAS) An Opportunity to Increase the ARPU : The value added services segment is rapidly emerging as a potential revenue generator for the telecom services industry. Given that a substantial part (around 60%) of the total VAS revenue goes into the kitty of the service providers, the development of this segment is likely to offer them an opportunity to support their falling ARPU. The increasing acceptance and usage of mobile commerce services is also likely to boost the VAS segment. MNP : Mobile number portability announced by the Government is bound to be beneficial to the operators who offer congestion free network and excellent customer service. Also it is an opportunity for new entrants to attract high paying subscribers from existing operators, based on the promise of improved service, customer care and lower tariffs. Despite this promising growth, the industry is facing several challenges. Some of these key challenges faced by

the telecom industry are listed below. 4. CHALLENGES Revenue Growth : Currently there are 15 telecom operators in the sector competing for the same revenue pie which is not growing. The new operators who entered the market during 2009 offered subscriptions at throw away prices loaded with free talk time which resulted in multiple SIM ownership and reduced realization per minute of use. This tariff war has converted the existing paying minutes to non paying minutes and slowed down the revenue growth of the sector. Lack of Telecom Infrastructure : Lack of telecom infrastructure in semi-rural and rural areas could be one of the major hindrances in tapping the huge rural potential market, going forward. The service providers have to incur a huge initial fixed cost to enter rural service areas. Further, as many rural areas in India lack basic infrastructure such as road and power, developing telecom infrastructure in these areas involve greater logistical risks and also extend the time taken to roll out telecom services. Subscriber Growth : Multi-Sim usage is hitting the industry. India continues to be the fastest growing telecom market in the world in terms of total number of new subscriber additions. However the industry's focus has now shifted from customer market share (CMS) to revenue market share (RMS). This is because the multiplicity of SIM ownership has made the subscriber numbers meaningless to gauge the strength of the business. The dual sim is contributing to 30%-35% of the new additions. There is a huge disparity between the CMS and RMS as the higher CMS has not led to higher RMS for some of the operators. This is because of the huge inactive subscriber base and the low ARPU from the newly added subscribers. The operators need to work on new business models and radically change the products to improve the profitability. Data Segment : In India the voice contributes to 80% of the total revenue and the balance 20% is contributed by data. In matured markets like Japan the data contributes to 50% of the revenue. As the voice calling rates are falling every day due to intensive competition, the companies need to focus on data segment to increase the revenues. 3G Roll out : The launch of 3G operations requires huge funds for spectrum fee and also for network roll out. The other challenges are rolling out new 3G value added services and ensuring availability of 3G handsets at affordable prices.

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5. THE ROAD AHEAD The operation of private players along with the public sector has intensified the competition in the segment, which has resulted in players resorting various means like price cuts and providing competitive value added services (VAS) in order to capture the market. Price cuts and increasing costs have led to decrease the revenues of players. The beneficiaries of competition being customers, the players are worried about sustainability and are required to deploy customer centric strategies not only to grab a share in the market but to sustain in the long run. 6. CRM : THE NEED OF THE HOUR The need-of-the-hour is relation-based differentiation. Thus Customer relationship management (CRM) is emerging as a critical strategy, since relationships are coming to the forefront of competitive battlefield .Companies have started believing that an existing is customer is worth a crore than a new customer. The cost of acquiring a customer is six times more than the cost of retaining them. Losing an existing customer is like losing a fortune. Treating customers like cattle is the antithesis of CRM, the goal of which is to recognize and treat each customer as an individual. In competitive markets, where customers have a choice between similar products and pricing, seventy percent decision making is based on how customers are treated. Thus the embattled companies have now realized that without customers products wont sell and revenues wont materialize and are thus becoming smarter about selling which means smarter about whos buying. With telecom industry nearing maturity, showing saturated growth, efficient CRM substitute is essential, since customer attrition is high due to presence of close substitutes and near-zero switching costs and service providers are trying to attract customers from competitors by giving attractive offers. All this is making the switchover process happen at the speed of thought. The reasons for this switch over can be many. Many customers shift due to brand image. Beyond the brand image, switch over is generally attributed to various factors like numerous tariff options available to customers, billing disputes with a particular vendor, quality of service provided etc. Other than this, another key factor that leads to switch is inadequate network coverage resulting in dropped calls (in places where network coverage is thin) and blocked calls (occurs when demand for network exceeds capacity.)The problem of switchover is very high in prepaid segment, which accounts for the vast majority of Indian cellular users. The key to prevent such shifts is to adjust to the ever-changing customer needs, his behaviour and certain other issues that could indicate a potential defection, for example: change of address, cancelled direct debits (automated bill settlement), complaints made, and usage of volume declines. CRM is thus

evolving as an important tool not only to sustain the market share, build relationships but also to retain it. Customer relationship management (CRM) is rapidly becoming an integral part of many organizations. Successful implementation of CRM requires a strategic approach which involves developing customer centric processes, selecting and implementing technology solution, customer information and knowledge generation capabilities to differentiate them and ability to learn from best practices. 7. REVIEW OF LITERATURE Globalization and deregulation, combined with advances in information technology, have radically changed the managerial context of service industries. Though the origin of customer relationship management was initially in the industrial context, the service industry is also focused on maintaining and enhancing customer relationships. Services are produced and delivered by the same institutions. Success of a service provider is dependent on long term relationships that develop between the provider and customer. Service industry depends on continuous cycle of repurchase so retention of customers requires hard efforts by organizations Anderson et al., (1994) Berry (1983) stresses that the attraction of new customers should be viewed only as intermediate step in the marketing process. Solidifying the relationship, transforming indifferent customers into loyal ones and serving customers as clients should also be considered as marketing. He has outlined five strategy elements for practicing customer relationship management: developing a core service around which to build a customer relationship, customizing the relationship to the individual customer, augmenting the core service with extra benefits, pricing services to encourage customer loyalty and marketing to employees so that they, in turn, will perform well for customers. Agrawal (2001) emphasizes that service marketers need to build up long-term relationship with their customers by understanding the cause behind their problem and recovering them fast to build deeper and long term relationships. Further he strengthened the marketing principle, focusing on the repeat customers, which cost less in comparison to attract new ones. He studied the change in customers attitude after solving their complaints. Meltzer (2006) states that in this electronic era, the need to manage customer relations for profit is a marketing dilemma that many telecommunication companies face. This concern stems from the ever rising cost of acquiring new customers, whilst the increasing churn that continues to erode the customer base. However with a greater customer focus, greater emphasis on relationship

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marketing and effective retention plans, marketers may discover greater profitability within existing customer base. CRM revolves around customer knowledge and solid execution and requires long term commitment to be truly effective. Krishna & Khatri (2008) in their study analyze the antecedents of customer relationships in the telecommunication sector and suggest that mobile industry is witnessing exceptional growth rates and amidst growing competition it would be tough for mobile operators to survive, unless they provide value added services and understand what will lead customers to enter into a long-term relationship with them. The results of the survey show Seven Desired Value Added Services (7DVAS), viz. variety of service, price, advertisements, employee behavior, Customer service, accuracy in billing and timely information Shanthi(2005) emphasize that falling prices, hyper competition and increasing attrition rates have led to nearsaturation in the segment with cellocos exploring the possibilities of implementing scientific methods to retain customers. Deploying proactive strategies through predictive churn modeling is gaining its acceptability as an effective tool to reduce churn. The basic prerequisite of a good churn model is a focused and customized CRM system backed by a powerful database management system .The system should be evolved through, a continuous learning process and constantly updated so as to measure and analyse the churn properly. Daadlani et al. (2010) discuss the benefits of implementing a CRM system in cellular telecom services and analyze that CRM focuses on automating and improving the business processes associated with managing customer relationships within the areas of sales, marketing, customer care and support. CRM applications not only facilitate the coordination of multiple business functions but also coordinate multiple channels of communication with customers-face to face, call centre and the web- so that organizations can accommodate their preferred channels of interaction. A rich customer relationship fuels effective acquisition, nurturing and retention of customers.CRM aims to provide organizational effectiveness by reducing sales cycles and selling costs, identifying markets and channels for expansion, and improving customer value, satisfaction, profitability and retention. Nguyen & Papadopoulos (2011) explore the potential benefits of introduction of a CRM system in the telecom industry. The results show that customer centric strategy is an essential part of the business strategy and CRM system plays an important role to achieve business objectives. Many parts of the company expect to get benefit from the implementation of the CRM system and it seems that the company needs to implement a CRM

solution with full functions to support all relevant departments. However, the CRM system is not simply software which just only needs to be installed and used. It is a combination of many factors such as information, processes, technologies and people in an excellent way in a customer-oriented direction. Ling and Run (2009) in their study examine the factors that influence customer satisfaction and customer loyalty in telecommunication services. The findings of the study indicate that factors with significant impact on customer satisfaction are: promotion, cost efficient plans, free services, technology factors, line quality, convenience and handiness, while factors affecting customer loyalty are service quality, subscription status, promotion and inconvenience in switching phone number. Desai et al. (2007) state that it has been well accepted that CRM is a strategic initiative. However managers cannot rely only on static firms resources that they have assembled to take CRM decisions and drive competitive advantage. Drawing from the theoretical argument in strategic management, i.e., dynamic capability approach, this study identifies sources of competitive performance for the process of CRM in dynamic capability. It is an organizations ability to continuously improve, innovate, and reconfigure resources to match the evolving environmental needs. Information technology (IT) competence has been considered as an important moderator of the relationship between dynamic capability and competitive performance. As per the findings of the study, in highly dynamic and competitive Indian telecom industry, the dynamic capability plays the most important role in gaining competitive CRM performance. In the absence of appropriate dynamic capabilities in the CRM process, the use of CRM technology might do more harm than good. Pathak and Rastogi (2007) state that churn in Indian telecom is among the highest in growing telecom markets. The future churn is dependent on satisfaction level of the customer with the service provider, attitude, and loyalty of the customer. Potluri & Mangnale (2010) emphasize that the marketing and maintenance professionals of telecom companies are required to assign due weightage to the areas of dissatisfaction and introduce radical changes in their existing practices for meeting the telecom needs of the customers and make every effort for Total Customer Satisfaction (TCS) by expecting the clear attitudinal changes among the existing customers for retaining them. For this the telecom companies need to review their existing plans, policies, procedures, programs, strategies, and even budgets for offering confident and market expected telecom services to win the hearts of their customers.

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8. KEY CONSTRUCTS OF CRM Customer Value : Customer value is a strategic weapon in attracting and retaining customers. Delivering superior customer value has become a matter of ongoing concern in building and sustaining competitive advantage by driving customer-relationship-management (CRM) performance. Customer Satisfaction : At the basis of every long term relationship lays the customer satisfaction. Evaluating customer satisfaction has become increasingly popular in the last two decades. This popularity derives from the acceptance, that the satisfaction construct is a predictor for repurchase intentions, word-of-mouth and loyalty. Customers satisfaction is the base for business success. Customer loyalty: Customer loyalty has always been valuable, but today it has become more vital for success. Building customer loyalty is not a choice any longer with businesses: its the only way of building sustainable competitive advantage. 9. FRAMEWORK FOR EFFECTIVE CRM IMPLEMENTATION Despite the billions of dollars that have been spent on the implementation of customer relationship management (CRM) systems, many of the adopting companies are unhappy with the results. This can be due to two reasons: first, either the CRM projects are poorly implemented and thus do not perform accordingly, or, second, companies expect too much from CRM systems. Successful implementation of CRM requires companywide, cross-functional, customer-focused business process re-engineering. The organizations, in order to really manage customer relationships, have to primarily develop a culture, motivating employees at all levels towards learning and facilitating them in capturing, selecting, using, and sharing knowledge by providing the means and the technology required to do so. Also Top management support is an important factor for the performance of CRM implementation. Top management support not only helps to transform the organization structure and culture, but also ensures that CRM-projects that experience unforeseen temporary setbacks continue. Finally, firms often consider CRM-software the key to success in CRM implementation. Although a substantial part of the CRMbudget is allocated to software, managers should not fall in the trap of a myopic focus on software .CRM software should primarily result in cost reductions and improved customer interactions. If a CRM- implementation program can survive the scrutiny of these issues then a CRM-program has a larger probability of success. 10.ESSENTIALS OF AN EFFECTIVE CRM MODEL IN TELECOM INDUSTRY The efforts needed for a successful CRM require iterative,

planning, design and implementation cycles thus continuously delivering small chunks of business value. Following are the essentials ingredients of an effective CRM model in telecom industry. Well Defined CRM Strategy : The service providers must clearly define CRM strategy of the organization and establish clear business goals related to customer acquisition, development, retention and reactivation. This is essential for building motivation and commitment of employees for the CRM model as well as winning support of top management team Competitive Analysis : As the competition is increasing in telecom industry, many players are ready to grasp the hands of customers by using various techniques and solutions to manage relationships across customer interaction points. Because of this volatility and competitiveness, it is important to know what competitors are doing with respect to CRM. Competitive analysis includes: years in business, brand equity, financial backing, customer exclusivity (exit barriers and switching costs), distribution channels, product portfolio, postpurchase service and support, commitment to technology and selling force. This can help the service providers in benchmarking their practices. Error free Order Entry and Validation : Most telecom service providers face high order fallout rates, resulting in increased costs per order, low customer satisfaction, extended processing cycles, canceled orders, and lost billing days. This is related to the point of order capture, where ill-equipped sales representatives create orders with incomplete or incorrect information and little or no validation. Error free Order Entry and Validation ensures that customer service orders are accurately captured, validated and monitored for timely and accurate service delivery Value Based Customer Service Differentiation : Service providers can deliver differentiated levels of service to end customers based on factors like profitability, estimated customer lifetime value and propensity to churn. Sales and customer care service professionals, based on predictive churn scores, can design highly targeted loyalty and retention campaigns to retain and increase the life time value of the customers. Smarter Acquisition : By better understanding the customers, telecom companies can more effectively target the right prospects, at the right time through the right channel. By using combinations of internally created information and outside sourced data, the cost of customer acquisition can be reduced by more effective target marketing. Many companies have adopted data warehouse, OLAP tools and campaign management software as a support tool and have been able to grow their businesses, and increase income, while reducing

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cost. Proactive Churn Mitigation : Proactive churn mitigation provides proactive real time analysis of customer behaviour and detects churn triggering events such as repeated billing inquires, service requests, and dramatic declines in usage. This information can be used to personalize offers for promoting customer retention. Migrating Prepaid Customer to Post Paid Subscriptions: Service providers can identify and proactively migrate profitable prepaid customers to higher revenue post paid through multichannel marketing campaigns and can be benefited from increased average revenue per customer and stronger relationships. Knowledge Management : Developments in IT, data warehousing and data mining have made it possible for service providers to maintain one to one relation with their customers. It is now possible to manage every single contact with the customer from account management personnel, call centers, interactive voice response systems, on-line dial up applications, and websites to build lasting relationships. An effective CRM Strategy involves the integration of all customer touch points capturing customer information. Customer knowledge management transforms customer information into a competitive advantage, discovering new knowledge assets for a company in order to develop a greater understanding of what influences the customers and in turn, predict new ways to interact and service their experiences Real Time Retail Channel Management : Service providers can provide channel members with real time information and training on new products, marketing promotions and incentive programs so as to reduce the acquisition cost thus resulting in improved channel effectiveness and improved customer satisfaction. Billing Management : Billing is no longer a back office function and has become an essential element of customer service. Billing needs to be more flexible-offering multiple formats, from paper to electronic media, thus enabling customers to manage their payments or reconciliation procedures. 11.CONCLUSION The development of the telecom sector has experienced a major process of transformation in terms of its growth, technological content, and market structure in the last decade through policy reforms introduced by the Government. With liberalization and subsequent demonopolization in the telecom service segment in India, the market scenario changed from that of single-player to multi-players. As the number of players has increased, the level of expectations of the users has also increased, since in a competitive environment, the consumers not only have luxuries of choice but also have enough freedom to

exert their preferences and thus enjoy a higher bargaining power. To match the expectations of the consumers, the Indian telecom service providers have become more sensitive and responsive to the customers needs and choices and endeavor to give them greater satisfaction by providing them with a plethora of value additions, apart from the basic service offerings. Customer Relationship Management is a potent tool, which helps to track down the changing customer profiles, build on this information to get the necessary product design and add value to the individual customer, thus achieving the optimum balance between corporate investments and the satisfaction of customer needs to generate the maximum profit.CRM is beneficial to both the organization and the customers. The organizations benefit from reduction in customer acquisition costs, generation of more loyal customers, expansion of customer base, reduction in advertisement and promotion expenses, increase in the number of profitable customers, the possibility to introduce new products easily and also the possibility to expand the business. CRM is beneficial to customers in the form of improved service quality, personalized service, reduction of risk and stress, increased value for money and empowerment 12.REFERENCES
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