COURSE CODE – INT 495 SUBMITTED TO – DR.

TARUN TAPAN DHAR ASSISTANT PROFESSOR MOAZZAM HOSSAIN’S SCHOOL OF BUSINESS PRESIDENCY UNIVERSITY, BANGLADESH SUMMER 2011

PRESIDENCY UNIVERSITY

Working report on “Performance Management System”, Customer Service Department, Commercial Division, Grameenphone, Ltd.
An Internship Report Presented in Partial Fulfillment of the Requirements for the Degree Bachelor of Business Administration

Submitted By Md. Abul Hasnat ID# 081091025 9/15/2011

Internship report on Performance Management System of Grameenphone Ltd

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Internship report on Performance Management System of Grameenphone Ltd

Working report on “Performance Management System”, Customer Service Department, Commercial Division, Grameenphone, Ltd.

By: Md. Abul Hasnat ID# 081091025

An Internship Report Presented in Partial Fulfillment of the Requirements for the Degree Bachelor of Business Administration

Presidency University September 15, 2011
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Internship report on Performance Management System of Grameenphone Ltd

Working report on “Performance Management System”, Customer Service Department, Commercial Division, Grameenphone, Ltd.

By: Md. Abul Hasnat ID# 081091025

An Internship Report Presented in Partial Fulfillment of the Requirements for the Degree Bachelor of Business Administration

Has been approved by:

Dr. Tarun Tapan Dhar Assistant Professor Moazzam Hossain’s School of Business Presidency University, Bangladesh

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Internship report on Performance Management System of Grameenphone Ltd

Date: September 15, 2011

Dr. Tarun Tapan Dhar Assistant Professor Moazzam Hossain’s School of Business Presidency University, Bangladesh

Subject: Submission of Internship Report on “Performance Management System” of Grameenphone

Dear Sir, It is a great gratification for me to submit the Working report on “Performance Management System”, Customer Service Department, Commercial Division, Grameenphone, Ltd. I am submitting this report as a part of my internship (INT 495) in Grameenphone Ltd. This report will reflect how an intern works in Customer Service Department.

Due to company policy over company confidentiality, few experiences have not been shared. I hope you will assess this report considering all limitations. I believe your feedback will help me out in near future.

Sincerely,

Md. Abul Hasnat ID# 081091025

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Executive Summery

All praise to Allah, the almighty, and the merciful. Without his blessing and endorsement this report would not have been accomplished. The successful completion of this report might never be possible in time without the help some person whose inspiration and suggestion made it happen. First of all I want to thank my faculty advisor Dr. Tarun Tapan Dhar for helping me completing my report on “Performance Management System” in the context of Grameenphone Ltd.

I would also like to thank Mr. Mujtanibul Ahmed, Manager and my supervisor of Grameenphone, and my colleague who helped me by providing informative instructions. I was closely attached with them during my internship tenure. Without them this project would have been very difficult.

While my internship involved a range of different tasks and smaller exploration, general areas can be identified as sticking out as the central subjects around which most of my work at the youth segment, Customer Service Department, Grameenphone, Ltd. In the following, I have presented all these activities and discuss my role and contribution to each. As will it become clear in the course of reading and have an idea of my internship. My responsibilities are closely interrelated and overlapping and are presented here one by one merely for purpose of clarity and coherence of my internship. The basic scenario of customer queries and complaints regarding service has been discussed. In closing I have tried to add an extra dimension in the paper that how the knowledge of academic courses can be utilized over hands on task.

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Contents
Chapter 1 ....................................................................................................................................................... 9 1.1 Background of the Study ................................................................................................................... 10 1.2 Objective of the Problems ................................................................................................................ 10 1.3 Scope of the Study ............................................................................................................................ 10 1.4 Methodology of the Study ................................................................................................................ 11 1.5 Performance Management ............................................................................................................... 11 Chapter 2..................................................................................................................................................... 13 2.1 Introduction | Grameenphone LTD. ................................................................................................. 14 2.2 Our Vision.......................................................................................................................................... 14 2.3 Values ................................................................................................................................................ 14 2.4 Organogram and Ownership Structure............................................................................................. 15 2.5 Product and Services ........................................................................................................................ 16 Chapter 3..................................................................................................................................................... 23 3.1 Marketing Mix of Grameenphone .................................................................................................... 24 3.2 Products/Services: ............................................................................................................................ 24 3.4 Place: ................................................................................................................................................. 25 3.5 Promotion: ........................................................................................................................................ 25 3.6 People: .............................................................................................................................................. 25 3.7 Process: ............................................................................................................................................. 26 3.8 Physical Evidences:............................................................................................................................ 27 3.9 Divisions at Grameenphone Ltd. ....................................................................................................... 28 3.10 My Assigned Department ............................................................................................................... 29 Chapter 4..................................................................................................................................................... 30 4.1 Job Description.................................................................................................................................. 31 4.2 Routine tasks:.................................................................................................................................... 32 4.2.1 Balance transfer complains:........................................................................................................... 32 4.2.2 Complaint fraudulent activity ........................................................................................................ 32 4.2.3 Complaint HLR parameter: ............................................................................................................ 33 4.3 Specific Responsibilities of the job:................................................................................................... 34 4.4 Observations and Recommendations ............................................................................................... 34 Chapter 5 ..................................................................................................................................................... 36 5.1 Introduction: ..................................................................................................................................... 37 5.2 Objectives of the Study: .................................................................................................................... 37 5.3 Significance of the Study: .................................................................................................................. 38 Page 7

Internship report on Performance Management System of Grameenphone Ltd

5.4 Sources of the study: ........................................................................................................................ 38 5.5 Reason of choosing Performance Management System: ................................................................. 38 5.6 Methodology of the study: ............................................................................................................... 39 5.7 Limitations of the Study: ................................................................................................................... 39 5.8 Performance Measurements ............................................................................................................ 40 5.9 Performance Monitoring .................................................................................................................. 47 5.10 Performance Feedback ................................................................................................................... 47 5.11 Performance appraisal: ................................................................................................................... 48 5.12 Performance Improve Programme ................................................................................................. 49 Chapter 6 ..................................................................................................................................................... 50 6.1 Recommendation:............................................................................................................................. 51 6.2 Conclusion: ........................................................................................................................................ 52 Appendix ..................................................................................................................................................... 54

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Chapter 1

Introduction to the Report

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Internship report on Performance Management System of Grameenphone Ltd

1.1 Background of the Study This report is a partial requirement for the course – INT 495 (Internship) at Presidency University. This study will assist Faculty to get a clear idea of internal communication of Grameenphone. Performance Management System is emerging concept. Very few Bangladeshi companies have employees dedicated to Performance Management System. Grameenphone has identified this area and try focusing these to improve employee efficiency. 1.2 Objective of the Problems This study examines the performance management system of Grameenphone. It is used strategically to enable employees to live its corporate values and consistently deliver on its brand promise. But among the employees it seems that employees are unaware about different internal and external activities of Grameenphone. This study will identify those problems and try to give proper suggestions to solve those problems regarding communication gap among the employees.

1.3 Scope of the Study The study is limited to Grameenphone Limited only. The findings of this study could be used to be rolled out on other companies, whereby the importance of performance management system and its different strategies will be highlighted and recommended to management. The study will be not free from limitation. Limitations including…

Data: important information such as some local intranet statistics has been concealed, limited access of other relevant data. Time: Time is an important issue in report writing. As I have been given a specific deadline for submission I may not perform all the activities.

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1.4 Methodology of the Study Most of the data collected are through both primary and secondary data collection which included personal observation and analysis and secondary data sources are Grameenphone internal source , GP press releases etc

1.5 Performance Management Performance management can be defined as a strategic and integrated approach to delivering sustained success to organization by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. To perform well, employees need to know what is expected of them. The starting point is an up-to-date job description that describes the essential functions, tasks, and responsibilities of the job. It also outlines the general areas of knowledge and skills required of the employee an employee to be successful in the job. Performance expectations go beyond the job description. When you think about high quality on-the-job performance, you are really thinking about a range of expected job outcomes, such as
    

What goods and services should the job produce? What impact should the work have on the organization? How do you expect the employee to act with clients, colleagues, and supervisors? What are the organizational values the employee must demonstrate? What are the processes, methods, or means the employee is expected to use?

In discussing performance expectations an employee should understand why the job exists, where it fits in the organization, and how the job’s responsibilities link to organization and department objectives. The range of performance expectations can be broad but can generally be broken into two categories:

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Internship report on Performance Management System of Grameenphone Ltd

Results (The goods and services produced by an employee often measured by objectives or standards)

Actions & Behaviors (The methods and means used to make a product and the behaviors and values demonstrated during the process. Actions and Behaviors can be measured through performance dimensions.)

Performance expectations serve as a foundation for communicating about performance throughout the year. They also serve as the basis for assessing employee performance. When you and an employee set clear expectations about the results that must be achieved and the methods or approaches needed to achieve them, you establish a path for success.

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Internship report on Performance Management System of Grameenphone Ltd

Chapter 2

Overview

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Internship report on Performance Management System of Grameenphone Ltd

2.1 Introduction | Grameenphone LTD. Grameenphone Ltd., the largest telecommunications service provider in Bangladesh, received its operating license in November 1996 and started its service from Mar 26, 1997, the Independence Day of Bangladesh. Grameenphone provides services to rural and urban customers across Bangladesh, where mobile telephony is acknowledged as a significant driver of socio-economic development, both for individuals and the nation.

2.2 Our Vision We exist to help our customers get the full benefit of communications services in their daily lives. We want to make it easy for customers to get what they want, when they want it.

2.3 Values  MAKE IT EASY We are practical. Everything we produce should be easy to understand and use. Because we never forget we are trying to make our customers' lives easier.  BE INSPIRING

We are creative. We bring energy and imagination to our work. We want to be a partner in the development of our community. We are passionate about our business, customers and our country.  KEEP PROMISES

Everything we set out to do should work. If it does not, we are there to put things right. We are about delivery, not over promising - actions not words.

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BE RESPECTFUL

We acknowledge and respect the local culture. We are respectful and professional in regard to all our interactions, both internally and externally. We are open, helpful and friendly.

2.4 Organogram and Ownership Structure

Ownership Structure
10%

28% Telenor 62% Grameen Telecom Public

Figure 1.1 Ownership Structure (Source: GP internal Company presentation)

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GP Organogram & Management

Figure 1.2 Ownership Structure (Source: GP internal Company presentation)

2.5 Product and Services

With the vision of ‘Stay Close’ Grameenphone is always striving to give new & exciting offers for its valued subscribers to provide them with complete communication solutions. As a part of this continuous effort, Grameenphone works to come up with easy & simple product offerings in to the market.

Segmentation Customers are different, so are their communication needs. Keeping this philosophy in mind, Grameenphone broadly segments its product offerings in following two categories:  Consumer Segment
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Business Segment

Consumer Segment Bangladesh is a country with a population of more than 150 million people, with a diversified culture and lifestyle. Focusing on these phenomena Grameenphone broadly constitutes different offers targeting the communication need of the greater mass. The company is catering to this community with the following prepaid and postpaid products & services: Prepaid products
1.

Grameenphone Prepaid: For the Mass market of Bangladesh Grameenphone offers three unique packages: Shohoj, Aapon & Bondhu.

i.

Shohoj: The Shohoj package caters to users who need to call all networks and offers callers a low, flat rate to any operator number any time of the day.

ii.

Aapon: The Aapon package has been designed for callers who want to reach over 23 million GP subscribers at an affordable price. Aapon offers a special day time and night time tariff. Aapon users can also set three GP numbers as F&F (Friends & Family) numbers and enjoy a lower rate any time of the day.

iii.

Bondhu: Bondhu package is for users whose calls are usually limited to a tight F&F circle. This package offers the as many as seven F&F numbers and can call them at a low rate at any time of the day.

2.

Djuice: Djuice is the first Telco product in Bangladesh targeted at the youth. The brand positions itself as a youth life-style choice. Djuice subscribers can connect with more than 3.6 million djuice friends at a special flat rate. Djuice customers enjoy the widest collection of

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value added services, including the lifestyle benefit ‘xtra-khatir,’ which offer subscribers special discounts and benefits at select retail and food outlets.

Postpaid products Xplore: Life becomes simpler with the Grameenphone xplore postpaid package. With four F&F numbers and 1 second pulse, xplore provides unlimited freedom to reach out to people at a convenient flat rate. In addition, the postpaid service provides 6-12% discount, based on usage, on the monthly bill and exciting ‘Thank You’ discounts.

Business Segment The Business market consists of a group of people whose purpose of mobile communication is balanced between personal and business. Grameenphone is consistently focusing on this particular segment for its business potential and a scope to contribute to the economic development of Bangladesh.

Business Solutions Grameenphone Business Solutions is a complete mobile communication solution designed for the business community in Bangladesh. It is a tailor-made product with a wide range of services to meet the telecommunication need of different business groups covering large corporate to medium and small organizations.

Grameenphone understands the need for mobile communications differ from business people to the mass consumers, and even from company to company depending on their nature of business. Keeping this in mind we brought some exciting features like special business hour tariff, customized tariff and pulse for internal communication, special discount on usage etc.

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Grameenphone wants to be a valuable part for the business growth by maximizing the level of efficiency gained by using mobile phone. Through Grameenphone’s high quality network, dedicated customer service and ranges of Value Added Services, we are trying to be the catalyst to the business growth here in Bangladesh. In recent years we have introduced many business focused services like BlackBerry Email Solution for managing e-mails from anywhere, Mobile Reporting for sales process automation, Business SMS for communicating with large groups, GP-connect for connecting with different locations and many others.

Village Phone The internationally-acclaimed Village Phone Program started on the same day of commercial operations of Grameenphone in March 1997. Today, Village Phone operators provide telecommunication services in over 85,000 villages and 61 districts of the country. The Village Phone Program is a unique initiative to provide telecommunication facilities in remote, rural areas all over Bangladesh. The Village Phone is a shared access model which links the telecommunications sector with the microfinance sector to enable microfinance clients, especially women, to borrow the money needed to establish Village Phone business in rural areas. Village Phones have proven their immense potential in boosting income of poor households in rural areas, promoting health care, development of agri-business and in the social empowerment of rural women. The Village Phone Program has also been replicated in a number of countries including Uganda and Rwanda in Africa.

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Content Management Grameenphone provides various wide-ranges of content services starting from news, sports, music, entertainment, utility, and many more. Grameenphone sources news from all the major news providers in Bangladesh through various ports. Sports is another key focus area where, among others, all cricket events across the world is covered on a 24/7 basis. We also offer social networking services through Voice Chat and SMS Chat. Almost all the important national events are covered by providing relevant contents for our subscribers. Health line and Study-line are some initiatives to provide information and consultation service. Some of the key services are: Voice SMS: Using the Voice SMS service users can send voice messages from your mobile phone to any other GP subscriber. Subscribers can record their message and send it to any Grameenphone number anytime. Voice SMS is a convenient service to leave a message when someone is not reachable. Cellbazaar: This is a service from Grameenphone that allows subscribers to buy or sell over their mobile phone. If a user wants to sell something, he or she can post the information on CellBazaar through Grameenphone, and interested buyers will contact them. Similarly if users are looking for something to buy, they can look for it on CellBazaar and contact the seller directly. MMS: With MMS (Multimedia Messaging Service) users can send and receive pictures, audio clips, video clips, animations and text - all on their mobile phone. Call Block: The Call Block service offers subscribers freedom and discretion to block incoming calls from unwanted and disturbing callers. Through the Call Block service subscribers can choose who will be able to make calls to him/her. Mobile Backup: The Mobile Backup service safeguards all data on the mobile phone, including Contacts, Calendar, SMS, Photos, Videos, Music, Calendar, and Tasks (depending on handset), in a secured server.
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Healthline: The HealthLine Service is a Medical Call Center manned by licensed physicians that allows Grameenphone subscribers an opportunity to consult a doctor, through an interactive teleconference, for health-related advice. , The service is open 24-hours a day and 7-days a week, Healthline also maintains a large countrywide database of doctors, hospitals, clinics and diagnostic centers and refers patients nearest to their locations. Studyline: Studyline is a call center based helpline, available upon dialing a short code 2255, for education related information. Call center agents will then provide the relevant up-to-date information. Flexi-load service: With the highest number of customer touch points all over the country, a GP subscriber can easily recharge & stay connected with the near & dear ones. Data services Data services allows Grameenphone subscribers the opportunity to connect to the Internet through the Grameenphone EDGE network through-out the country, it also provides the opportunity to transfer/share data over a mobile network, access remote servers, browse and download news, information, contents according to the subscribers choice. Grameenphone continues to offer and provide segment specific data plans and access device to cater to:

 

Small Screen Users (those who use internet over mobile phones) Large Screen Users (those who use internet over PC/laptops)

During last year (2009) Grameenphone took the initiative to launch the wireless internet modem & Internet SIM to meet the growing demand of subscribers who are looking for mobile internet services. Considering affordability and to drive penetration, Grameenphone also introduced the much appreciated monthly capped plans (1GB at BDT 300 with 30 days validity). To contribute towards the recent governmental initiative of building a Digital Bangladesh and also to fulfill the vision of providing Broadband access to all, Grameenphone intends to initiate broadband services in the market. In continuation to this initiative Grameenphone had received
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approval from the BTRC (Bangladesh Telecommunication Regulatory Commission) in November 2009, to provide High-Speed Internet Solution to Haji Danesh Science and Technology University (HSTU) in Dinajpur. Mobile device Grameenphone has business in handset and internet access related devices. The objective for engagement in device is to ensure good quality, affordable devices and proper after sales service for customers. The company has launched a large number of campaigns in the last couple of years with Nokia, Samsung, and Sony Ericsson etc., in addition to its own branded handset and internet modem. So far Grameenphone is the only operator offering BlackBerry handsets and services in Bangladesh. In September 2009 Grameenphone launched its first branded handset Grameenphone V100. This is first time ever that a mobile phone operator in Bangladesh brought its own handset to the market.

Financial Services The range of services empowers a customer with convenience, peace of mind and a sense of security for basic payment transactions. The services are executed over the company’s mobile phone technology infrastructure under the ‘Mobitaka’ brand name. ‘Mobitaka BillPay,’ is a mobile utility bill collection service which enables people to pay their bills electronically, either directly from their mobile phone or at GP authorized MObitaka BillPay outlets. The service is not only the first of its kind in Bangladesh, it is the first ‘Universal’ service offered by a mobile network operator and is accessible to all, regardless of mobile operator subscription or ownership of a mobile phone. The service saves users from the hassles of standing in long queues, limited working hours of banks, and travelling time. The state-of-the art secured system brings in overall peace of mind while paying utility bills.

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Chapter 3 Marketing Mix

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3.1 Marketing Mix of Grameenphone
Grameenphone is a service based company. So the extended marketing mix (three additional P’s) is applicable for Grameenphone. 3.2 Products/Services: Grameenphone has wide range of telecommunication products. The following table will clarify about Grameenphone products and services… Product Name SHOHOJ, BONDHU & AAPON DJUICE Xplore Business Solutions, Blackberry GP Handset GP Internet modem People who use wireless internet GP internet SIM Target Market People of all ages Youth For post-paid users Corporate, SME’s Economy cell phone users

There are also numerous value added services available. Such as call block, EDGE, Phone Backup, Mobitaka etc. 3.3 Price: The price/tariff of new connection/services depends on nature of service. It does vary on different time slots. Among various pricing strategies…

Grameenphone uses premium pricing strategy in respect of tariff and service quality of other cell phone operators.
Figure: 1.3 Pricing Strategies by Philip Kotler , Source: Marketing Management ,11th Edition , p-423

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3.4 Place: Grameenphone customer service is available every district and even at remote villages of the country. Presently, across the country 20 GPCs and 52 Grameenphone center franchise, more than 600 service desks and 24 hour call center support to provide customer service. Business solutions and its related services provided through dedicated sales team of Grameenphone. 3.5 Promotion: Advertisement and various public relation activities is main weapon for communicating with consumers. Products, services and VAS always displayed in print media, TV, billboard and push SMS as well. For communicate with corporate customers Grameenphone uses own sales force. General Consumer communication flow…

TV Ad. Billboard, Push SMS
Consumer

Print Media

Figure 1.4 Consumer Communication (Source: Study outcome)

3.6 People: Consumers make judgments and deliver perceptions of the service based on the employees they interact with. Staff should have the appropriate interpersonal skills, attitude, and service knowledge to provide the service that consumers are paying for. GP continues to investing in human capital and empowerment of employees and has continuously trained and developed its employees for enhancing their competencies and leadership qualities. As a result Grameenphone recognized as number one employee brand in the country.
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3.7 Process: Refers to the systems used to assist the organization in delivering the service. Service delivery process of GP is very fast. A consumer can get a connection easily by simply providing necessary information, price and voter ID card to GPC or any other retailer to get service instantly. Pre-paid connections activated instantly, but post-paid connections requires 24 hour for activation. Even subscribers get very fast customer service through hotline number.

Provide necessary information & Documents To

Service Activation

GPC / Retailer /Key account Manager (Business Solutions)

Complete the payment

Select connection / Service type

Service Delivery Process
Figure 1.5 General service delivery processes (Source: Study outcome)

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Internship report on Performance Management System of Grameenphone Ltd

3.8 Physical Evidences: Physical Evidence is the element of the service mix which allows the consumer again to make judgments on the organization. Decoration of Grameenphone Centers, company website, the logo, and packaging of connections, business cards and gift items are maintained top quality so consumer always makes positive judgments about Grameenphone. Examples are below

Grameenphone Center Business Card

Logo

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Internship report on Performance Management System of Grameenphone Ltd

3.9 Divisions at Grameenphone Ltd. Grameenphone Ltd. has more than 4500 employees working at different levels of organizational hierarchy. There are 7 functional divisions engaged in managing these employees- with the aim to meet organizational objectives. Grameenphone follows a mix of centralized and decentralized decision making process-where the top management mainly takes all the strategic decisions while the functional managers have flexibility to take decisions by themselves on a day-to-day basis. At Grameenphone the Managing Director is assisted by 9 Senior Executives who are heading different departments in the strategic decision making process. The departmental names of Grameenphone are given below:        Corporate Affairs Division Commercial Division Finance Division Human Resource Division Technology Division MD Division Communication Division

Grameenphone follows a 3-layer management philosophy in Bangladesh. These are Directors, Managers and Officers. The CEO is the top most authority of all the levels. Directors are the departmental heads that are responsible for the activities of their departments. Managers have the authority next to directors. These two layers represent the management level of Grameenphone. Officers are the next persons to stand in the hierarchy list. They are the typical mid-level employees of Grameenphone‟s organizational hierarchy. These officers are responsible for managing the operational activities and operating level employees.

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3.10 My Assigned Department During the internship period I was assigned at Customer Service Division. This division has been formed to provide non stop customer service round the clock which will create a completive advantage in the market place and enhance excellence in customer service. Responsibilities of developing, maintain and implement strategies, policies and procedures in order to establish organizational capabilities to meet current and emerging business needs for the functional area which includes:  People Management  Contact Centers Inbound Contact Center Consumer and Business Segment (Medium) Silver and Gold Star Segment (Consumer and Business) Platinum Star Segment Outbound and Business Contact Center Outbound sales Health line (789) Study line (2255)  Resource Management  Complaint Management  People & process Development

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Chapter 4 Description of the job

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4.1 Job Description In my 12 week work experience I go through different responsibilities, training, one to one conversation, team meeting etc. First two week of my jobs I go through different type of training. As I join the customer service department of gramophone I have to learn lots of thing. In the training session I learn about the corporate culture of Grameenphone, the dress code of the company. The rules and regulation, the values, and more important thing are how to handle and satisfy the subscriber. I learn to operate different type of tools and software which is essential to execute the subscriber query and request. So there is computer tainting in between the two week. Next two week I was assign with one of my senior collegue to learn the job practically. There are lots of segment in customer service in Grameenphone. There two main segment is   Inbound Outbound

Inbound: In an inbound, customers generally place their queries, and complain about product and service. Subscribers also request to activate of deactivate different service in his mobile. The query and the request are instantly solve by the customer manager but complains are solve by backend complain management team because there need to verify complains whether the complain is valid or not. It takes 24 to 72 hours. Outbound: Outbound call centers are usually, sales jobs over the phone, as a telecommunication company Grameenphone has different service to sale like different package of edge, missed call alert, welcome tune, and call block service mobile backup service etc. outbound is use not only for sale but also use to aware subscriber about the new product and service and offer.

Another segment of customer service is complain management, where customer managers deals with the complain of the subscribers. In Customer Service Division, I was assigned at youth segment under contact centers. I was allocated to work with Customer Insight Management System. My activities were divided in two categories i.e. routine and non-routine task. On routine task I used to focus on Balance Transfer inquiry and complain fraudulent Activity and Thank you Bonus disburse and Deactivate campaign on non routine task which I had to carry out with routine task simultaneously.
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4.2 Routine tasks: I started with routine task and first two weeks I have gone through different execution for balance transfer complain. Let me tell you the “Balance Transfer” in a brief form.

4.2.1 Balance transfer complains: Balance Transfer is a procedure of transferring money in between IN (intelligent network to intelligent network) that is prepaid to prepaid account. To do Balance Transfer one must have a secret Balance Transfer PIN through which subscriber will be able to maintain his/her security over money. Without a valid PIN no one can transfer money. Any subscriber can avail the Balance Transfer PIN by sending SMS and prior to that one must used taka 600 from that subscription .According to BTRC restriction from e subscription can for maximum 16 Balance Transfers in a month to any GP number In Balance Transfer, subscriber was sending sms to have Pin and receive an error Message from GP. To get to know what is the problem with Balance Transfer, subscriber made a call to contact center and drop a complain that taka 600 already used from the IN and not getting the PIN. The customer manager posts a complain in unsolved status to Customer Insight Management System and my responsibility took place with that unsolved posting. My first task is to check how much money subscriber already spends (600 taka) once again. If the subscriber meet the criteria (usage taka 600) that open the transfer unblock option by accessing in to a networked software and after the subscriber would be able to avail the balance transfer just sending a SMS.

4.2.2 Complaint fraudulent activity My second routine task was with fraudulent activity detection. Pretty long time a group of people called to subscribers and say they are from Grameenphone and the subscriber got prize (cash ,car, motorcycle and etc) through a Grameenphone lottery. If you want to avail all these prizes you need to pay a tax/VAT. To pay this tax/VAT please recharges an amount to given number or the calling number. But Grameenphone never had such a kind of lottery.we,Grameenphone detect these group of people as fraud. Thier target is mostly our mass subscribers from rural areas. When they heard about such a kind of attracting prizes they can’t control themselves and provide money without proper verification by talking to us( call 121).Some subscriber provide money but didn’t get anything. They made call to 121 and regret though we are covering advertisement in electronic and print media. They don’t follow us. So the victim subscriber complained to our contact center. But sometimes few smart subscribers contact us before providing any money. My responsibility is to pull the CFA (complain fraudulent activity) posting, go through the account history. If the account history reflect the unusual flow of money that is a lot of balance transfer took place and one or two high amount recharges than I just made call to the subscriber perhaps fraud and said “we have got a complaint and found unusual activity from your subscription, please come to Grameenphone center or Service touch point along with your subscription paper and until you visit us, we will remain your line barred. Again by accessing three networked software’s I
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Internship report on Performance Management System of Grameenphone Ltd

barred for further check I compiled the number and mail it to the concern segment, Complaint Management,Grameenphone Ltd.

4.2.3 Complaint HLR parameter: My third routine task was with HLR parameter.HLR parameter state the airtime and date service connectivity. When it is a complaint, it restricts the interruption of airtime and date connectivity and even VAS.HLR parameter problem can be arise from many reason in many GSM parameters, but precisely it is four in GSM like incoming and outgoing airtime,unoriginate data transfer and personalized ring back tone parameter. Let’s mull over few scenario’s regarding HLR parameter: Scenario 1: Subscriber having incoming/outgoing or both problem from theSIM.again let’s consider in sub three individual scenarios: Sub scenario 1: Subscriber lost his/her cell phone and barred the line by calling customer after proper verification instantly to avoid any occurrence from the SIM.later on subscriber went to GPC and replace the sim but could have incoming/outgoing or both but both way SMS was working properly. To solve this problem subscriber made call to contact center and left complaint on it. My task: Since the SIM was under lost phone category and an unsolved task from the GPC so I had to cross match the sim kit number from Insight Management System and unbar the line from Technical Access Platform for system, leaving a post Complaint HLR parameter as solved post done from back end. Sub Scenario 2: Subscriber didn’t use a sim for one hundred eighty days continuously and got reconnection. Subscriber couldn’t avail whether incoming or outgoing airtime service. According to the GSM features, The BTS always search for IN with in specific VLR and keep connected. If one IN remain out of network and unused, the BTS will stop searching and automatically delete all the date from its server just after 180 days and eventually all the data service will be cut down. My task: I had to cross match the sim kit number from Insight Management System with Technical Access Platform for system once again and unbar the line from Technical Access Platform for system, leaving a post Complaint HLR parameter as solved post done from back end. Scenario 2: Due to reconnection problem and since the data service has cut down because of remaining unused for one hundred days; Subscriber was having problem with SMS sending but could receive. My task: First of I had to check out the all the GSM parameters were properly exists and working or not. Then check out the note pad from MINSAT, a prepaid status soft ware for any obligation and unbar the originated SMS access.
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Internship report on Performance Management System of Grameenphone Ltd

Scenario 3: Subscriber purchased song for welcome tune. But it was playing default tone. The subscriber made complaint that “I have purchased the song for welcome tune and money got deducted from my account. It was supposed to be activated within 72 hours but still it didn’t. My task: I had to check out the song status from welcome tune log and from the technical access platform for system (TAPS) software. In welcome tune log song exists but in the TAPS there was no GSM parameter titled “ PRBT”.so I had to active the PRBT status manually and make it solved.

4.3 Specific Responsibilities of the job:  Provide one‐stop quality Customer Service over phone to ensure positive customer experience.  Proactively aware / inform customers regarding products / service.

   

Sale through inbound and outbound contacts. Capture customer insights and escalate critical issues / complaints and provide timely feedback. Maintain targeted KPI on a regular basis. Serve customers with helping attitude and thus play a significant role in customer satisfaction, retention and acquisition. In this way enhance Grameenphone’s brand image.

4.4 Observations and Recommendations Grameenphone is the largest telecom service provider in Bangladesh. For all kind of business after sales service is more important than other service to retain customers. As a telecom service provider, customer service is more important for Grameenphone. From customer service and call center Grameenphone subscriber gets all kind of after sales service. So customer service is very impartment. In my observation Grameenphone gives more emphasis on customer service. Customer service is not only after sales service but also an income source for Grameenphone. So now a day’s customer service division is important like other division. All the customer manager of customer service is very efficient, energetic, and educated. They all are trained well to handle customers. The quality of service is very good. The environment of the office is also very good. The office setup is very modern and technological advance. All the calls from subscribers come in to automated answering machines which call IVR. Subscriber has to wait
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for a human agent. All the computer and pabx system is up to date, so customer manager can provide service very smoothly. The main problem is Grameenphone has a large number of subscribers and the ratio of subscribers and customers manager is large, so it is very difficult to handle the call pressure for the customer manager. It is very painful for subscribers to wait a long time for getting the service. In recommendation part I want to recommend something to betterment of customer service:   Decrease the call pressure to increase customer satisfaction. Give more training to the customer manager so that they can increase their skills.

       

Create a strong IVR (interactive voice response) so that subscriber get more service from IVR without the help of human agent. Free the call charge when subscribers are in queue. Effectively make the break plan so that the customer manager can remove stress. Increase the number of employee to reduce call pressure. Motivate the employee by different motivational factor because it is a monotonous job. Provide health checkup specially eye and hearing checkup on a regular basis to the employee. Give more benefit to the employee to reduce employee turnover. Reduce the time limit of solve complains of the subscribers to increase customer satisfaction.

Some scope of implementation would be helpful:       Increase Grameenphone Service point to serve more people. Use the easiest communication method to reach all level of subscribers. Recruit skilled customer manager who can serve the subscriber with high quality. Provide training to the customer manager so that they can satisfy the customers. Recruit local people in local area so that they can understand local subscribers need. Use the latest technology to serve the subscribers more efficiently.

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Chapter 5 Performance Management System Project Part

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5.1 Introduction: Grameenphone (GP) today is apparently the largest mobile telecommunication industry in Bangladesh. It operates its function with an aim to accomplish two principal targets. Firstly, as with other commercial organizations, it operates in such a manner that it receives a good economic return on the investment. Nonetheless, secondly, it contributes significantly to the economic development of the country in making telecommunication a popular medium for exchange of information. GP, in its operation, has to address a large number of customers throughout the country. It is therefore imperative to get to the customers to know their impression on the services of this important communication medium. As well as it has a strong people force that is earning its revenue higher and efficiently. In customer service the performance system is very structured and well communicated. This encouraged me to choose the topic of this internship as “Performance Management System” Customer service, Commercial, Grameenphone. The introductory part of subject under investigation contains the following:

     

Objectives of the Study Significance of the Study Sources of the study Reason of choosing Performance Management System of GP Methodology of the study Limitations of the Study

As an intern‐member of GP’s CS the assigned job of the researcher involve providing different services to the esteemed subscribers over telephone, which is known as helpline service. In other words, the job related to satisfy the customers and meeting up the KPI.

5.2 Objectives of the Study: This Program was designed to accomplish two objectives. The objectives were identified through a closer interaction and exchange of views with the management of CS. The objectives are:  To find out the process of performance management of the employees of CS  To locate specific areas of dissatisfaction of the Employees regarding the performance management.

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5.3 Significance of the Study: Organizationally Grameenphone is the market leader in the mobile telecommunication sector in Bangladesh. Its growth rate is splendid. But in this age of free market economy and hard competition, it is very difficult to keep up the leadership without competitive targets and better management of performance of the employees. In the structural and operational segments and making demand-driven improvement, Company therefore need to come up with new ideas to remain in healthy competition for business development and employee development as well. They need to maintain the optimum level of their employee’s level of capability and caliber of outcome. It is very important for Grameenphone as well to assess whether its Employees are satisfied or not. If the employees are not satisfied, GP can then identify and specify the areas of dissatisfaction and take necessary action to remove the dissatisfactions.

5.4 Sources of the study: Data were gathered from both primary and secondary sources. Collection of data was not that difficult as Grameenphone Ltd is a leading fast generation private telecommunication Industry in the country. The assignment in such an esteemed industry was a great privilege to collate relevant data to prepare this report.

5.5 Reason of choosing Performance Management System: Grameenphone is a leading market in mobile telecommunication sector with its customers perhaps not fully satisfied with company’s performance and services. If GP does not care of these dissatisfactions for ultimate solutions, other companies might penetrate into the market with similar or better offers. Then, it would be difficult on the part of the Grameenphone to keep up the current market share. Performance management is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. An effective performance management process sets the foundation for rewarding excellence:

By linking individual employee work efforts with the organization’s mission and objectives, the employee and the organization understand how that job contributes to the organization. By focusing attention on setting clear performance expectations (results + actions & behaviors), it helps the employee know what needs to be done to be successful on the job. Through the use of objectives, standards, performance dimensions, and other measures it focuses effort. This helps the department get done what needs to be done and provides a solid rationale for eliminating work that is no longer useful.
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By defining job-mastery and career development goals as part of the process, it makes it very clear how the current position supports employee growth and the additional opportunities the employee needs to explore. Through regular check-in discussions, which include status updates, coaching, and feedback, it promotes flexibility, allowing you and the employee to identify problems early and change the course of a project or work assignment. By emphasizing that an annual appraisal should simply be a summary of the conversations held between you and the employee during the entire cycle, it shifts the focus away from performance as an “annual event” to performance as an on-going process.

An effective performance management process, while requiring time to plan and implement, can save you and the employee time and energy. Most importantly, it can be a very effective motivator, since it can help organization and the employee achieve the best possible performance.

5.6 Methodology of the study: Based on the topic chosen, I was assigned the task in the Customer Management Division (CS) in GP. This department consists of a big team of about 2000 employees. Its functions relate with the customer service after the sales occur. Prime functions and activities of the GP Customer Management Divisions cater to all after‐sales services starting from activation of subscriptions, all customer contacts (Centralized Call Center, Customer Relations Centers, and centralized Customer Communications), billing, bank communication, bill collection throughout the country, helpline services, etc This study was mainly based on primary data that was collected through direct survey. To accomplish this, a questionnaire was developed that consisted mainly closed‐ended questions. Some data and other necessary information were collected by interviewing officials of GP. These can also be treated as secondary data. Data collection was done on a random basis. The results are represented through bar charts. The research findings came out through analyzing those data. 5.7 Limitations of the Study: Grameenphone basic strategy is widening its market through its emerging countrywide network. As a result of this strategy, the subscribers are from different segments or from different income levels. Moreover, the subscribers are scattered all over the country. The time constraint confined the study mostly on the data collected in Dhaka zone. Moreover, it was not possible to get all required internal information of the company as these are treated as confidential to the company.
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The outcome of the study can thus be regarded exploratory, and may not be treated as absolute for the whole country. In latter case a more comprehensive study is required.

5.8 Performance Measurements The proper Performance management systems establish when the whole vision of the organizations is separated in parts throughout the organization in individual level. Expected results and the outcome in short term level combine the whole long term goal of the company. Performance objectives and standards are two of the most common methods to define expected results. Both objectives and standards are most useful when, in addition to being written down and verifiable, they are:
    

Specific Measurable Attainable Relevant Timely

Specific – Objectives and standards should let employees know exactly which actions and results they are expected to accomplish. Measurable – Whenever possible, objectives and standards should be based on quantitative measures such as direct counts, percentages, and ratios. Attainable – The objective or standard should be achievable, but challenging, and attainable using resources available. Relevant – Individual goals, objectives and standards should be in alignment with those of the unit and the department in support of the University’s mission. Timely – Results should be delivered within a time period that meets the department and organization’s needs. Objectives and standards identify baselines for measuring performance results. From performance objectives and standards, supervisors can provide specific feedback describing the gap between expected and actual performance. When the performance of the employees are SMART, only then possible to achieve the short term goals with high efficiency.

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Internship report on Performance Management System of Grameenphone Ltd

Grameenphone has followed the process of performance management goal orientation process in its individual , team and department level. The performance management system is created in such ways that the whole process is combined with the company objectives.

In Customer service the officers, Customer managers and managers are measured with three categories of performance. These are:  Sales  Adherence  SQI ( Service Quality Index) These three are Combined is known as the KPI – Key Performance indicator. Based on these the customer service department is measured from individual to department in operation. The levels of the KPI targets are changed accordingly with Commercial division’s objective. The flow of the KPI in the whole department is as below:

Company Mission Division objectives Department KPI Segment KPI Team/ manager KPI Individual KPI
Figure 1.1: KPI hierarchy

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Sales in customer service department as like other department is used as a revenue generator of commercial division. It is no different than to provide information about the service as well as sell the products related with the service. In Grameenphone as a TELCO it has core products and VAS ( value added service). In core products voice and general data service like SMS is included. In VAS other valu added services are included as mentioned in the report above.

The Customer Service Agents are provided by defined sales target from the department to fulfill the revenue target of the company. They are provided with targets like revenue generator VASes. These come with difference of market demand and company strategy. In grameenphone customer service agent have to sell VAS like below:  EDGE (internet data service) o Package 2 (unlimited) o Package 3 (night time unlimited) o Package 4 (one day unlimited) o Package 5 (3 gigabytes) o Package 6 (1 gigabyte) o Package 7 ( 15 megabytes) o Package 9 (99 megabytes) Welcome Tune ( Ring back tone) Call Block Service Missed Call Alert Mobile Backup Service ( contacts and file backup) And many more VAS as per consumer demand and service.

   

There is a computer web based tool to report the sales achievement of individual, team and segment along with the Department result. It is called Online inbound sales report.

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Figure 2: Online Inbound Sales Report

Adherence Adherence is the availability of an agent in the inbound calling system. The more the availability the less is the queue. Based on the Queue management concept in Customer service Department Adherence has been taken under KPI and total Operation Objective to provide faster service to the customers in terms of greater satisfaction and better revenue. The adherence of agents is demanding and very hight in target it 90%. Each agent must maintain the average availability of 90% each month. It is the benchmark of the KPI of adherence. The whole contact center is incorporated with the adherence management tool named TELEOPTI. It measures the availability of agents in call.

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Internship report on Performance Management System of Grameenphone Ltd

Figure 3: Adherence tool TELEOPTI

SOI (Service Quality Index) SQI is the measurement of the Quality of service of customer service department. A dedicated Team named Quality assurance is responsible to measure the quality of the service of this department in term of serving the inbound customer calls. They measure the Quality with some Quantified benchmarks of etiquette of serving, problem solving, customer feedback on call, handling time of call and unique dialogue assembling. This comes with a tool that provides the quality index marking of an agent respective to its target of SQI achievement. It is a most important KPI of Customer Service Department of Grameenphone because the company never compromises with the Quality of the service.

Figure 4 : SQI Reporting Tool

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Internship report on Performance Management System of Grameenphone Ltd

Performance Management System The Performance Management System Tool is the mother tool that combine the KPI achievement rates to rate it for the overall business performance rating. This tool provides a transparent result of rating the performer out of 5 points how was the performance. On that rating the performance appraisal of an individual or team or department occurs.

The tool is combined with two parts. One is the measurement part of the tool. Another is the Feedback part for both supervisor and supervisee.

Figure 5: Overall Report

Figure 6: KPI Report

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Figure 7: KPI with Performance feedback

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Internship report on Performance Management System of Grameenphone Ltd

5.9 Performance Monitoring Performance management system, its continous process. Where the targets are set and communicated with employees. If it is not monitored well the whole system can be lost. In GP performance is monitored accordingly with the operation. The SQI evaluation , sales updates and adherence measurement are done continuously and reported accordingly to make the evaluation transperant and monitor every steaps of an agent. In terms of sale the monitoring is higly updated. There are inbound compliance team to monitor ethical sale of agents to reduce the customers complain and make the performance more competitive transparently

5.10 Performance Feedback Once performance objectives and standards are established, one should observe an employee’s performance and check-in with them regularly, providing feedback. You have a responsibility to recognize and reinforce strong performance by an employee, and identify and encourage improvement where it is needed. Some types of jobs and responsibilities have built-in feedback. In these jobs the knowledge of the results comes from work activity itself, such as when an electrician repairs a broken switch and it begins to work, when a development officer in charge of a capital campaign begins to receive donations, or when a SAO successfully helps a student through a difficult process. This kind of feedback is very effective because it is immediate. However, even jobs with immediate feedback can benefit from external feedback, since it contributes to an employee’s overall knowledge of his/her results and work.

In Customer Service of GP Performance feedback is done on a Regular basis in every month to discuss, settle re arrange and performance of Employees. The feedback Sessions are like below:

121 In this session employees are summoned by the supervisors to discuss about the performance. Very transparent session and effective to identify any fault, gap and improvement areas of employees performance.

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Internship report on Performance Management System of Grameenphone Ltd

Team Meeting It’s a meeting session of the whole team with the leader to talk about and identify the improvement areas of performance in the context of whole team. The effort is found out and overall updates about current and coming performance sessions are done in this meeting.

Inform and Involve This is a monthly session of performance feedback. In this session the overall performance of the department is communicated with the employees and improvement comments are taken from the employees for better performance. And also the recognitions are done in this session of individual and team performance with being best awards.

5.11 Performance appraisal: Grameenphone is totally is a performance driven company. The Human Resource Policy is also created based on the performance of its employees. Customer service is not opposite of that.

In Customer Service Performance is everything for its employees Development. So the higher the performance the higher is the development of its employees. The Development and appraisal are done in two ways in GP CS. Financially and Nonfinancial. For the permanent employees the business rating in their monthly performance business rating creates a cumulative value in the Yearly PMP (Performance management Program). This appraisal provides below benefits: o o o o Salary increase Vacation benefits Career development Management programme participation

For the part timers the benefit appraising criteria is only non-financial. Like: o o o o o Vacation benefits Preferred office roster Career development Management programme participation Skill training

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Internship report on Performance Management System of Grameenphone Ltd

Including that Award programme meaning performance recognition is very motivating. Every month the whole CS department recognizes employees’ team for their best performance.

5.12 Performance Improve Programme Grameenphone is a very people oriented company. But it is capable of using its manpower in its optimum level. So GP never let the slow employees get down. To improve performance in Customer Service management tries its best always. The employees who need to improve they are treated in below Processes: o o o o o Coaching and training On the job training Task insight programme Mentorship programme Counseling

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Chapter 6 Conclusion

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Internship report on Performance Management System of Grameenphone Ltd

6.1 Recommendation: Audience Recommendations: 1) Employees should be more communicated through tools so that they use the WOW portal more. 2) Each division should post their achievements/campaigns on WOW portal for increase the transparency of overall evaluation of companys’ performance. Sales Performance recommendations: 1) Sales Target should be liquefied based on the performance history of employee and the target should be settled based on the actual and previous performance of the concerns. 2) Department Should Work more to increase the ethics of agents in term of sale for clear and transparency of the capability of inbound employees. SQI Recommendations: Other model can be used for developing SQI. Such as: 1) Individual Customer Retention 2) Duration of problem Solving 3) Customer categorical service etiquette 4) Measurement: First of all, Quality cannot ever be measured with points or marks or some index. For service oriented organization the insight of the customer about the service is the measurement of the quality. GP is already working on that issue but in Operation level it must be implied for better business and bigger retention.

Adherence Recommendation: The Workload in operations of CS is very high and creates a huge stress among the agents. Management should take a step to manage the stress of the people of CS through stress management programmes like outings, meditation programmes, Adherence lower target etc

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6.2 Conclusion: Internship in Grameenphone was one of the brightest periods full off excitement, new discovers, ideas, and the most important-an absolutely new environment filled up with new practices and cultures. In school we have common practices which reflect our academia and in organization we got tied up with organizational practices that is assign Company’s corporate culture.

From my view organizational culture is hard to define, but you know it when you observe it and by encouraging ourselves to keep the corporate culture in mind while networking and interviewing , listening to informal comments and being very observant may prevent taking a job in a toxic environment.

Performance management is concerned with communication and involvement. It creates a climate in which a continuing dialogue between managers and the members of their teams takes place to define expectations and share information on the organization’s mission values and objectives. Like all other systems, performance management systems require continuous review and change. Every change and corporate goals or strategies requires modifications in operational priorities while changes in technology or workforce characteristics necessities new ways of working. This means that a performance management system should evolve in response to emerging priorities. Performance management is the tool that gives an organization’s vision a true figure by improving and managing the employee’s performance to get higher efficiency and productivity in the competitive market.

An Intern should try to assess support for professional growth, rate of turn-over, leadership styles, employees' morale, and style of dress, length of the work day, support for life work balance, and the ease and frequency of internal communication. A particular experience through internship gave me a brand new, broader view on me, my opportunities in this world and this world of excellence itself inspired me with a greatest desire for new discovers challenges and professionalism. I believe this fresh experience will help me out in near future while building my career.

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References
 Copyright © 2011 Scribd Inc. 2011. Perfomance Management and Organization http://www.scribd.com/doc/44603342/Perfomance-Management-andOrganization   
@ work, Workstation, grameenphone, Bangladesh 31st August, 2011 <.http://portal.transitt.telenor.no/index.jsp> @work, Workstation, grameenphone, Bangladesh, 31st August, 2011

Copyright 2010 Grameenphone Ltd. 2011, Grameenphone Ltd official website
http://grameenphone.com/

 

Image Guide Book & Intranet of GrameenPhone. (Internal) Newsletter of GrameenPhone Limited ( Internal)

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A

Appendix

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A.1: List of acronyms:

RLP VLR TAPS SIM PRBT MINSAT HLR GSM GPC GPC Default tone BTS

Request lost phone Visitor Location Register Technical Access Platform for System Subscriber Identity Module Personalized Ring back tone Multiple Intelligent Network Subscriber AdministrationTerminal Home Location Register Global System for Mobile Grameenphone center Grameenphone Center Bip tone Base Transceiver Station

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A.2: Process of HLR parameter:

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