Why Performance Measurement?

To Check Position
To Compare Position
What gets done?
To Set Priorities
To Compel Progress

Reporting and Compliance

Why we do it? Controlling the Behaviour

Strategic and Organizational Learning

•AIRTEL has to approach its Performance measurement by keeping this in mind

 Deliver More
Delight and not Satisfy
Return on Investment
Best Brand

Freshness Innovative Edge Customer Centricity

Aggression
Aggression

Structured
Structured Management
Management
Process
Process Returns on
Innovation
Excellence
Excellence Investment
 Not bound by Internal Considerations

 Outside – In Approach

 Focus on Customer Impact

 Vision  Policies, Strategies and Actions

 Roadmap of AIRTEL
1995 – Launched its first ever Mobile Service in Delhi circle

 2002 Becomes largest cellular operator in the country & launches IndiaOne
• First Private sector national & International long distance services.

 2003-2004 Partners with IBM( for Core IT) and Ericson ( for Networking) & launches BlackBerry wireless
solution  tie up with RIM

 2005-2006 Pan India ; Vodafone  10 % economic interest in the Company

 2006-2008 Offer from Sri Lanka for 2G, 3G mobile services.

• Launches Airtel Call Home for NRIs in US

• Partner with Google  Mobile Search ; with Microsoft  Windows Mobile 5.0 Technology

 Over the last 15 years, it has built an integrated telecom business, serving over 110 million customers across
350,000 towns and villages.
 Brand Essence
THINK FRESH
DELIVER MORE

 Excite, Surprise and Deliver Freshness

i.e seek opportunities and solutions by being
Innovative and Enterprising
Bharti Airtel is not an inventor , it is an
innovator
 Build Strong & Sustainable Partnerships with Domain Experts

 ‘Partners’ instead of ‘Suppliers’

 Best Ecosystem of partners

NOKIA / ERICSON  Networking , IBM  IT Requirements
Nortel, Mphasis  Customer Services , Indus Towers, Bharti Infratel  Infrastructure

 “ Network or Technology is not our real asset; our customers & brand are”

 Quick & Smart ( 2005, Lifetime Prepaid -Game Changer, 7 Mn Market Share )

 Apply the FACTORY MODEL ( By DNA India is a Mass Market) and not ARPU

 First to Market Innovations – Hello Tunes, Music on Demand, Google & Yahoo on WAP , Life time
initiatives

 Innovations irrigate brand values , deliver customer experience, top line growth

 Rs. 36.50 Recharge – Huge Success

 On My Side
 “ We never want profit at the cost of the customers or their satisfaction “

 Institutionalized Feed back , Tracking System like Brand Track

 CEO’s cannot escape from the objective of customer Feed back – positive or
negative

 Performance Appraisal System : Very Strong emphasis on Csat & Employee

Engagement Scores ; 20-40 % salary variable component depends on these scores.

 Csat Model  Long term brand value

 Busy Hours in Mumbai – Special Program ( 120 Airtel Outlets)

 Resolve Customer Problems within 24 hours

 Strive for higher standards  Continuous

 Strive for Success with Ownership, Passion and AccountabilityCan Do
 Bharti Management Council & Airtel Management Board ensure that
organization continues to think and act for its customers

 Employee Satisfaction & Csat Scores keep track on people issues, Analysis 
Decisions

 Efficacy & Efficiency is ensured by detailed dashboards

 Overall Corp Strategy ; Efforts and actions are customized to regions

 CEO conducts Annual Operating Plan to make decisions for the forthcoming
year.

 Concept of Unified Team  Strong Brand

 Employee Customization Forum  Listen to feed back from employees

 Four P’s : People, Passion, Performance, Productivity

 Performance Management
 Non Financial Parameters are Crucial

 USP : Loved across all segments; Ideal Brand Stretch

 Strength of Customer Services, Execution Orientation, Speed in Execution ( DNA)

Performance in a big way

Follow ‘Marked to Market ‘ Measurement System

 Annual Operating Plan institutionalized

 Elaborate Measurement System Tracks

Implementation of Action Plans , Efficacy of Plan in relation to Customer

Expectations

Helps in initiating changes and better decision making

 Challenges
 Bharti has been built with a ‘Go Getter’ attitude

 Achieving Global Scale by putting in systems , processes ,

management depth to manage the size of the company

 Profile of New Customers – 70 mn customers ( in terms

of ARPU) more lucrative than future customers , future 
Rural , B & C Circles

 Competitive Intensity – To rise, Challenge : To choose the

battles judiciously

 Excellence in Execution – “First Time” Approach critical

 Breakthrough thinking and action  Market’s Order of

the day
 Performance Matrix
●
Measure
●
Listen to the
compliance on each
customer customer touch
constantly point

2
1 Customer
Compliance

4 3
Loyalty Experience
●
Capture customer
●
Enhance customer experience across
loyalty & Improve CTP’s & monitor
brand health people and partner
performance
 Control activities
Initiate process • Customer expectation hierarchy
• Customer loyalty & voc Cascade result
changes dash board for all
For improvement measurement

Measure Customer
efficency expectations •Service
Of actions plan
quality audits
•Csmm:CRA Loyalty Continuous •Arc audits
•Brand track-TOMA Compliance
•Bench
•Brand track-ITP Process marking
Improvement •Ghosting
Customer Delight •Process
audits
Track action Measurement Cycle •Internal
Plans
Experience metrics/kps
For Measurement •Call quality
Implementation •CSMM:CTA
•Partner engagement •Visiblity
•Gallup
•ICE & CAR
•Crop
Project selection •Complaints
For improvement
drive
 Measurement Tracks
 Lost Customer Assessment

 Understanding the pain areas of customers that lead to churn

 Understanding the key triggers for churn and identify improvement
areas to reduce churn

 High Risk Customer Assessment

 Brand perception of other users & non users

 To understand the reasons for dissatisfaction amongst the most
dissatisfied customers, service recovery opportunities and reduction
in churn level
 Empowerment Assessment

 Front liners and touch points with customers representing the face of
Bharti Airtel
 To understand environment, enablers, engagement and
empowerment levels at various touch points to provide 100% first
time resolution
 Measurement Tracks
 Service Quality Audits

 Service quality of the inbound callers at the call centers, all

non voice communication received and random service
request closers audits

 Both in-house and outsourced fall under the scope of SQ

audits as per pre defined guidelines.

 Ghosting

 Ghosting process for VAS and communication

 VAS – Customer Panel set up to experience the VAS and

generate a compliance report