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Download A REPORT ONWELCOME VISIT CSMM SCOREIMPROVEMENT OF Company Guide :Mentor :-Ms. Parul Khullar Ms. Jasveen KaurAssistant ManagerProfessorBharti AirtelLimited IBS,Chandigarh Submitted By :-Manjot Kaur BangaEnrollment Number:-08BS0001647Batch:-2010 Declaration I declare that the project entitled Welcome Visit CSMM Score Improvement conducted at Bharti Airtel Limited is a record of independent analysis work carried out by me during theacademic year 2008-10 under the guidance of my faculty guide Prof. Jasveen Kaur of ICFAIB u s i n e s s S c h o o l , C h a n d i g a r h , a n d m y c o m p a n y g u i d e , Ms. Parul Khullar, Bharti AirtelLimited.I also declare that this project is the result of my effort and has not been submitted to any other University or Institution for the award of any degree, or personal favor whatsoever. All thedetails and analysis provided in the report hold true to the best of my knowledge.P l a c e : C h a n d i g a r h M a n j o t K a u r B a n g a Date: 18 th M a y , 2 0 0 9 0 8 B S 0 0 0 1 6 4 7 2| P a g e 3| P a g e Acknowledgement The preparation of this project report has been a great learning experience for me. It has givenme an opportunity to interact with some of the excellent human beings.My work could not have been done without the guidance, help and support of a lot of people.First and foremost I offer my sincerest gratitude to my Company Guide, Ms. ParulKhullar who has supported me throughout my project with her patience and knowledge whilstallowing me the room to work in my own way. One simply could not wish for a better or friendlier supervisor.If I call Ms. Parul Khullar,

the facilitator, then I must mention my mentor and esteemedteacher, Ms. Jasveen Kaur, who kept me motivating throughout the course of my study. I wouldlike to thank her for her invaluable support, encouragement, supervision and useful suggestionsthroughout this study. Her moral support and continuous guidance enabled me to complete mywork successfully.I would also like to thank my cheerful group of fellow trainees and friends who have been a great support throughout.I am as ever, especially indebted to my parents, for their help and support which enabledme to complete the project report successfully.Lastly, I would like to acknowledge all of the respondents who took out their valuabletime and responded to my survey. They are the ones who deserve the real credit for this studysince they gave the real input which helped me in achieving the objectives of this study.Manjot Kaur Banga 4| P a g e TABLE OF CONTENTS Topics Page no. Executive Summary ...6 Project Proposal ............7 Introduction: B ackground of Bharti Enterprises Bharti Enterprises..12 Bharti Organisation Structure....13 Bharti Companies..15 Bharti Airtel...20 About Airtel...21 Business Divisions 22 Company Profile....23 Corporate Governance...24 Corporate Responsibility at Bharti Airtel..25 Employees at Airtel...27 Environment, Health & Safety..29 Community Initiatives...31

 Awards and Recognition...34 Subscriber Base.35 Project under Study: Welcome Visit CSMM Score Improvement ..35-45 Welcome Process .37 Welcome Process Model.......40 CSMM- Meaning...42 Primary Data Collection Questionnaire..44 Analysis through Bar Graphs.45 Analysis by using SPSS tool..54 5| P a g e Fish Bone Analysis....73 Fish BoneAnalysis Low CSMM Scores..75 Findings from Fish Bone Analysis.76 Recommendations....80 Implementation........86 Was the Training Programme a Success......87 Learnings from Summer Internship Programme..88 References.... 89 Annexure...90 6| P a g e Executive Summary With low Welcome Visit CSMM scores becoming an increasing concern for Airtel, theresearcher is provoked to conduct research in the same area i.e. Welcome Visit CSMM ScoreImprovement.Welcome Visits are the visits made by the Welcome Visit Executives to the

new postpaidcustomers of Airtel. The purpose is to carry out the credit and address verification of thecustomer. Besides, the Executive also provides requisite information to the customer regardingthe bill payment modes, bill plan details, etc. Here, the problem at Airtel is lowCSMM(Customer Satisfaction Management and Measurement) scores which are computed byan organization called IMRB. Low scores indicates that the customers are not satisfied withWelcome Visits. A study has been conducted to find the reasons behind the low CSMM scoresand hence ways have been suggested for its improvement. For this a survey has been undertakenacross 5 zones of Airtel namely Amritsar, Chandigarh, Bathinda, Ludhiana and Jalandhar. The basic aim of the survey was to find out the areas in which the Executives were lacking.Questionnaires were made filled from the customers personally along with some telephonicinterviews as well.On the data collected three different analysis have been applied: Analysis based on frequency. 7| P a g e Discriminant analysis by using SPSS. And Fish Bone Analysis.The basic findings of the analysis were as follows: Current Recruitment process of the Executives needs improvement. No structured Training and Induction programmes for the Executives currently. Poor Job Knowledge of Executives. Poor soft skills of Executives. No audit of performance of such Executives.The following recommendation have been given: New Recruitment Process suggested. A 3 day Training/ Induction Module recommended. Good performers should be rewarded. Field audit should be conducted to measure performance.A one day training programme was actually conducted after the company saw the results of thisstudy where in both job knowledge and soft skills training was provided to the Executives. Thetraining programme was a success in terms of extending knowledge to the Executives and it is believed that the recommendations if implemented would definitely improve the CSMM scores. Project Proposal I.Project Proposed: Analysis of the Welcome Visit CSMM (Customer Satisfaction Management andMeasurement ) Score of Airtel and its improvement.The project is basically to identify the lags in welcome visits and thereby to

improvewelcome visit scores through requisite Training and development of the welcome visitexecutives and manpower planning. II.Description of the Project in brief: Welcome Process consists of Welcome visits, Welcome calls, and Welcome letters. 8| P a g e Overall CTI / PI scores of Welcome process is very good but if we see the scores of Welcome Visit it is very less which is pulling overall scores down. Therefore, it isvery necessary to work on this to make the process customer friendly.This project is basically to study the reasons behind the low CSMM scores and thenoffering solution in terms of the type of Training required and also the necessaryimprovisations to be done in the manpower planning so as to improve the CSMMscores. TERMINOLOGIES : Welcome visits are the visits which are paid by the welcome visit executives of Airtel to the new Post Paid Customers to mainly check their verification and alsoto enquire if they are facing any problems and accordingly resolving them if any . CSMM ( Customer Satisfaction Management and Measurement) scoresrepresent how much customer friendly the welcome visit processes are. CTI is the Customer Transaction Index which is perception based and PI is the Process Index . CTI and PI are computed by an external audit agency based on thesatisfaction level of the customers in terms of the Welcome Visits. CTI and PI basically represent CSMM scores. III. Objective of the project: Companys Objective : To improve the welcome visit score from the present level of CTI-29% & PI-28% to CTI / PI more than 50% by end of the year 2009.My study will focus on achieving the companys objective by undertaking thefollowing Conduct Survey through filling of Questionnaires from the existing Postpaidcustomers. Analysis of data (Fish Bone Analysis). Identify the weaker areas and suggest measures for improvement. IV. Methodology: Both primary and secondary data would be used for the study. Methodology for the collection of Primary data would be Personal Interviews(Questionnaires) and telephonic interviews.

 Secondary Data is collected from the website of Airtel. 9| P a g e For Analysis, Fish Bone Analysis would be one of the methodology used besidesothers. V.Schedule: A c t i v i t y S t a r t D a t e E n d D a t e D e f i n e 2 5 th F e b 0 9 1 5 th Mar09M e a s u r e 1 6 th M a r 0 9 1 8 th Apr09A n a l y z e 1 8 th A p r 0 9 3 0 th Apr09 I m p r o v e 1 st M a y 0 9 1 8 th May09Define : In this time period we have defined the problem i.e. low Welcome Visit Scores in theWelcome Process that affects thecustomer's requirementspecifications. At this stage, we havedefined the target population for surveys i.e. all existing postpaid customers of Airtel spreadacross all 5 zones In Punjab i.e. Amritsar, Ludhiana, Jalandhar, Chandigarh, Bhatinda. Measure: Here I will measure the satisfaction level of the post paid customers in terms of thewelcome visits through the filling of questionnaires. Analyze : Here attempt will be made to identify lags in the Welcome visits and the parameterswhich require improvement. Improve: The results can be evaluated to solve the problem through suggestions andrecommendations. VI.Limitations of the study: Inability to conduct exhaustive analysis due to short time period of study. Lack of authentic information from the respondents of questionnaires and telephoneattendants.

Since the area of study covers 5 zones in Punjab, physical reach wont be possibledue to which telephonic interviews will be conducted. 10 | P a g e The analysis or suggestions to the company will not be applicable uniformlythroughout India due to study of limited market/zones of operation. Introduction: 11 | P a g e Background Of BhartiEnterprises Bharti Enterprises 12 | P a g e Tp ye Public, Listed onBSE BSE:532454 Founded 1985 Headquarters New Delhi,India Key people Sunil Mittal(ChairmanandCEO) Industry Telecommunication, Retail,Insurance,Digital TV Products Airtel Mobilea n d F i x e d - L i n e Telecommunication operator,Bharti AXAinsurance, BhartiWal Martretails andAirtel Digital TV dth service Revenue $6 Billion 13 | P a g e BhartiEnterprises Bharti Enterprises is a large Indian businessconglomeratebased in New Delhi, India,operating primarily acrossIndiaand in some other Countries likeSri Lanka,Jersey,Seychelles.It was established bySunil Mittal, one of the young and dynamic businessmen of India. It is oneof the few companies in India (LikeRelianceandTata) that have changed the way of life of Indians by bringing mobile phones to every household in India at an affordable price. Thecompany offers mobile services all over India as well as in some foreign countries. TheAirtel brand is the flagship brand of Bharti. History The company was founded by Sunil Bharti Mittal (

Chairman & Managing Director of theBharti group) along with two siblings in early 1990s. The company was not so famous in India by its own name, rather its Brand Names Like Airtel and Beetel (PSTN Phone Sets) werehousehold names in India. The company underwent a brand reformation process and changed itslogo and corporate Image. Companies Bharti's primary industry is in the field of telecommunicationsvia its subsidiary companiesBharti Airtel(mobile telecommunications) and Bharti Teletech (wired telecommunicationservices and PSTNtelephonehandsets). 14 | P a g e Bharti Organisation Structure s 15 | P a g e Bharti Organisation structure (Contd.) 16 | P a g e 17 | P a g e B atC m a i s h ri o p ne A brief introduction to each of their companies is given below: Bharti Airtel Ltd : Bharti Airtel Ltd is one of Asia's leading telecommunications service provider. TheCompany is Indias largest integrated telecom company in terms of customer base andoffers Mobile Services, Fixed Line services, Broadband & IPTV, DTH, Long Distanceand Enterprise services. Bharti Teletech Limited :Bharti Teletech is Indias leading telecom & allied products company. It is one of thelargest manufacturers of landline telephones in the world. With a strong distributionnetwork across the country, the company is also the primary distributor of IT andTelecom products from international brands such as Motorola, Blackberry,Thomson,Transcend, and Logitech. Telecom Seychelles Ltd :A s u b s i d i a r y o f B h a r t i , T e l e c o m S e yc h e l l e s Lt d p r o v i d e s c o m p r e h e n s i v e t e l e c o m services including 3G mobile services in Seychelles, under the Airtel brand. 18 | P a g e

Bharti Telesoft Ltd :Bharti Telesoft is the leading provider of integrated VAS solutions for mobile operatorsin emerging markets. Among the top 3 global providers of integrated VAS solutions inrapidly growing markets, Bharti Telesoft has deployed solutions for over 100 mobileoperator customers in over 70 countries worldwide. Bharti Del Monte India Pvt Ltd :Bharti Del Monte India Pvt. Ltd is a joint venture between Bharti Enterprises and DMPLIndia Ltd. (a subsidiary of Del Monte Pacific Ltd.). The company offers fresh fruits &vegetables and processed foods & beverages in the domestic as well as internationalmarkets. Bharti Retail Pvt Ltd :Bharti Retail is a wholly owned subsidiary of Bharti Enterprises. Bharti Retail operates achain of multiple format stores that offer consumers affordable prices, great quality andwider choice. 19 | P a g e Bharti AXA General Insurance Company :Bharti AXA General Insurance is a joint venture between Bharti Enterprises and AXA,world leader in financial protection and wealth management. The company wasincorporated in July 2007 and offers a full suite of general insurance solutions to meetthe needs of businesses and individuals alike. Bharti AXA Life Insurance Company :Bharti AXA Life Insurance Company Ltd is a joint venture between Bharti Enterprisesand AXA, world leader in financial protection and wealth management. It offers a rangeof life insurance and wealth management products with an endeavor to help customerslead a confident life. Bharti AXA Investment Managers Pvt. Ltd. :20 | P a g e Bharti AXA Investment Managers Pvt. Ltd., an asset management company in India, is a joint venture between Bharti Enterprises, AXA Investment Managers (AXA IM) and AXA Asia Pacific Holdings (AXA APH). Bharti Learning Systems Limited Bharti Learning Systems Limited, a wholly owned subsidiary of Bharti Enterprises, is a premier end-to-end learning and development solutions organization that specializes inthe customer experience arena. It provides learning solutions that impact business performance through enhanced employee productivity, customer profitability andeffective talent transformation.

 Jersey Airtel Ltd Jersey Airtel, a subsidiary of Bharti, offers world-class mobile services in Jersey(Channel Islands) over its full 2G, 3G and HSDPA enhanced network. The Company brings marketleading products and services to its customers under Airtel-Vodafone brand. Bharti Foundation :Bharti Foundation was set up in 2000, with the vision, To help underprivileged childrenand young people of our country realize their potential. It aims to create and support 21 | P a g e programs that bring about sustainable changes through education and the use of technology and information. Bharti Realty Bharti Realty Private Limited is the in-house Real Estate Arm for Bharti Group andfacilitates by extending support to the Group Companies for Identifying, Developing andMaintaining Quality Real Estate in line with their Business Models. Bharti Airtel Tp ye Public,BSE:532454 22 | P a g e Founded 1985 Headquarters New Delhi,India Keypeople Sunil Mittal(Chairman andCEO) Industry Telecommunication Products Mobileand Fixed-Line Telecommunication operator Revenue $6 Billion 23 | P a g e Bharti Airtel Bharti Airtel, formerly known as Bharti Tele-Ventures LTD (BTVL) isIndia's largest and world'sthird largest cellular service provider with more than 82 million subscribers as of December 2008.It also offers fixed line services and broadband services. It offers its TELECOM servicesunder the Airtel brand and is headed bySunil Mittal. The company also provides telephoneservices and Internet access over DSL in 14 circles. The company complements its mobile, broadband & telephone services with national and international long distance services. Thecompany also has a

submarine cable landing station at Chennai, which connects the submarinecable connectingChennaiandSingapore. The company provides end-to-end data and enterpriseservices to the corporate customers through its nationwide fiber optic backbone, last mileconnectivity in fixed-line and mobile circles, VSATs, ISP and international bandwidth accessthrough the gateways and landing station.SingTelowns over 30% of the Bharti Telecom.Vodafone is also a shareholder of Airtel with 4% of the shares. Thus making it a sister companyof the brand. 24 | P a g e About Airtel Airtel comes to us from Bharti Airtel Limited, Indias largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Airtel was born free, a force unleashed into the market with a relentless and unwaveringdetermination to succeed. Airtel, in just ten years of operations, rose to the pinnacle to achievement and continuesto lead. As India's leading telecommunications company Airtel brand has played the role as amajor catalyst in India's reforms, contributing to its economic resurgence. Today it touches peoples lives with their Mobile services, Telemedia services, toconnecting India's leading 1000+ corporates. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs) - Mobile Services, Airtel Telemedia Services & EnterpriseServices. The mobile business provides mobile & fixed wireless services using GSM technologyacross 23 telecom circles while the Airtel Telemedia Services business offers broadband& telephone services in 94 cities. The Enterprise services provide end-to-end telecom solutions to corporate customers andnational & international long distance services to carriers. All these services are providedunder the Airtel brand. 25 | P a g e Business Divisions Mobile Services:Bharti Airtel offers GSM mobile services in all the 23-telecomcircles of India and is the largest mobile service provider in the country, based on thenumber of customers. Airtel Telemedia Services:The group offers high speed broadband internet with a best in class network. With Landline services in 94 cities Airtel has helped broaden thehorizons.

Enterprise Services (Corporate):The group focuses on deliveringtelecommunications services as an integrated offering including mobile, broadband &telephone, national and international long distance and data connectivity services tocorporate, small and medium scale enterprises. Enterprise Services (Carrier Services) :The Company compliments its mobileand broadband & telephone services with national and international long distanceservices. It has over 35,016 route kilometers of optic fibre on its national long distancenetwork. For international connectivity to the west, the Company is a member of theSouth East Asia-Middle East-Western Europe 4 (SEA-ME-WE-4) consortium alongwith 15 other global telecom operators. 26 | P a g e Company Profile Airtel is one of India's leading providers of telecommunication services with a nationwide presence in all the 23 licensed jurisdictions (also known as Telecom Circles). They served anaggregate of 88,270,194 customers as of December 31, 2008; of whom 85,650,733 subscribe totheir GSM services and 2,619,461 used their Telemedia Services either for voice and/or broadband access delivered through DSL. Airtel is the largest wireless service provider in thecountry, based on the number of subscribers as of December 31, 2008. Airtel also offers anintegrated suite of telecom solutions to their enterprise customers, in addition to providing longdistance connectivity both nationally and internationally. The company has recently forayed intomedia by launching their DTH and IPTV Services. All these services are rendered under aunified brand "Airtel".The company also deploys, owns and manages passive infrastructure pertaining to telecomoperations under its subsidiary Bharti Infratel Limited. Bharti Infratel owns 42% of Indus TowersLimited.Bharti Infratel and Indus Towers are the two top providers of passive infrastructure services inIndiaCompany shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE) 27 | P a g e Corporate Governance Bharti Airtel Limited firmly believes in the principles of Corporate Governance and is committedto conduct its business in a manner, which will ensure sustainable, capital-efficient and long-termgrowth thereby maximizing value for its shareholders, customers, employees and society at large.Companys policies are in line with Corporate Governance guidelines prescribed under ListingA g r e e m e n t / s w i t h S t o c k E x c h a n g e s a n d t h e C o m p a n y e n s u r e s t h a t v a r i o u s d i s c l o s u r e s requirements are complied in letter and spirit for effective Corporate Governance.During the financial year 2003-04, the Company was assigned highest Governance and ValueCreation (GVC) rating viz. Level 1 rating by CRISIL, which indicates that the companyscapability with respect to creating wealth for all its stakeholders is the highest, while adopting sound Corporate Governance practices. This rating was re-affirmed by CRISIL on April 20,2006. 28 | P a g e Corporate Responsibility at Bharti Airtel

Overview At Bharti, CSR is a way of life. Each department and employee strives to be sensitive to thestakeholders and environment within their work context. Bharti encourages employees to takedecisions and design business-linked processes that are sensitive to communities andenvironment. Corporate Social Responsibility (CSR) in Bharti encompasses much more than only socialoutreach programs. It is an integral part of the way Bharti conducts its business. The essence of Bhartis commitment to Corporate Social Responsibility is embedded in the Corporate Values,which stem from its deepest held beliefs. These Values are: To be responsive to the needs of their customers. To trust and respect their employees. To continuously improve their services innovatively and expeditiously. To be transparent and sensitive in their dealings with all stakeholders.They encourage their employees to take decisions and design business processes, keeping inmind the following: Ethics, fairness and being correct. Meeting and going beyond compliances and legal requirements. Showing respect and sensitivity towards stakeholders and communities. Nurturing the environment. 29 | P a g e They practice their CSR beliefs and commitments through a three-pronged approach: Engaging with stakeholders. Ensuring stakeholder sensitive policies and practices . Undertaking programs for their employees, community and environment.Bharti Airtel sensitizes its employees towards CSR issues at various forums. They feel that it isimportant that each employee should understand the importance of environmental, social andeconomical aspects while taking business decisions. At Bharti, each employee is sensitizedtowards CSR issues and thus operations at the ground level are influenced. Such sensitizationexercises have resulted in many socially and environmentally sensitive decisions on the ground.For example, Confidence Plan for hearing impaired people, covers noise-making DG sets at extracost, investing in consumer awareness campaigns to ensure safe use of mobile are some examplesof the above. 30 | P a g e E pyeA itl ml estr o A e Bharti Airtel believes that one of the most important drivers of growth and success for anyorganization is its people. At Bharti Airtel, the Mantra for employee delight focuses on 5 Ps

 People, Pride, Passion, Processes and Performance.Bharti Airtel has been recognized among the Best Employers in the Country for two successiveyears being 14th in 2003 & jumping ahead of several other large conglomerates to an enviable position of the 2nd Best Employer in the Country in 2004. This is a clear demonstration &acknowledgement of the robust, progressive, people as well as business aligned HumanResource practices, which the organization has developed and implemented remarkably in avery short span of time.Bharti Airtel follows an open door policy to approach the management, which helps resolveissues with mutual agreements. They encourage people to stand up against any unfair treatmentfor which they have the Office of the Ombudsman, where employees can raise any issuesregarding business and workplace conduct. Bharti ensures transparency through the variouscommunication policies, strategies and plans. Regular Employee Communication Forums provides a platform for the employees to raise issues that require resolution.Bharti Airtels leaders strongly believe in facilitating and initiating activities that help employeesmanage their health and well-being. Their focus always remains to redefine leadership; developleaders who enable performance and inspire their people to unleash their potential. Their peopleorientation reflects in their vision of being targeted by top talent, and a key aspect of our business focus building a best-in-class leadership team that nurtures talent at every level.Employee friendly HR policies have been put in place, which amply reflect the organizations 31 | P a g e concern for its people. Some typical examples of these policies and practices include a familyday at office, half day leave for birthdays, gifts for anniversaries, compulsory 10 days off,festival celebration with family, no official meetings on weekends, five day weeks, conciergeservices, call center engagement programs etc. These care policies and practices are appliedacross the organizational levels without any discrimination.From self-management workshops to aerobics sessions, yoga classes to provision of relaxation/meditation rooms, they ensure that every employee keeps a check on his/her fitness.Tie-ups with leading health service organizations enable their employees to undertake periodicalhealth check-ups depending upon their age. This facility is also extended to employee familymembers at discounted rates. The company provides Flexible Group Mediclaim insurance to allemployees, covering all kinds of illnesses, accidents and hospital coverage for serious ailments.Apart from these specific engagements, they regularly organize health check up camps, eyecheck-up camps and stress management sessions. Some of their offices have openedgymnasiums/fitness facilities to ensure that the fitness fanatics do not have to worry about timeconstraints to remain fit. At many of their locations, they have hired psychologists whoundertake personal counseling sessions for employees.Bharti Airtel offers a flexible compensation structure to its employees wherein the employeeshave the flexibility to structure their fixed component of their compensation according to their requirements within the ambit of legislation. Even a sweeper in the corporate office must understand that, if he does not keep the officeclean, the visiting shareholders could question the companys ability to manage a business if they cannot manage their premises well Mr. Akhil Gupta Environment, Health and Safety Overview At Bharti, there is a belief in the philosophy to refuse, reduce, reuse and recycle. The company has

32 | P a g e taken many initiatives in this regard, both within the offices for the benefit of their employees; andfor outside world for the convenience of the peopleFew examples of the initiatives taken are mentioned below:(a) Most of the new Airtel buildings recycle waste water for sanitary and cooling of equipment purposes e.g. DG sets and AC systems. These buildings also have rain water harvesting systems for ground water replenishment where appropriate.(b) All Airtel offices have energy efficient light fittings and DG sets. They also ensure automationthat enables energy savings in their buildings. Building Management System (BMS) IntelligentBuilding concept is being followed in all the new Airtel building and campuses that are coming up.The BMS controls The Heating, Ventilation and Air conditioning (HVAC) system,, electricity loadmanagement, water management, parking management, security and safety systems to ensure anefficiently run building on optimal resources.(c) New buildings also incorporate the concept of and Energy Wheel which optimises energyefficiency in buildings. The AC system in their buildings adds a certain amount of fresh air periodically; In the process of adding this fresh air the cool air within the building vents out whichmay result into higher usage of energy to bring the cooling/ temperature back. The Energy Wheelconcept ensures that as we bring the fresh air in it is pre-cooled thereby optimizing energyefficiency.(d) Air quality is checked periodically in all Bharti Airtel offices, and based on the results, ductcleaning, carpet cleaning, chair and sofa shampooing is undertaken. Water quality is also monitoredin cooling towers for DG sets and Air Conditioner systems so that water born diseases such aslegionella, etc. are avoided.(e) Use of air curtains on major office exits and double glazing also results in significant energysaving.(f)At the time of oil change in DG sets etc, the discarded oil for disposal is only sent to companies/vendors approved by the Central Pollution Control Board (CPCB) for proper disposal as per CPCBapproved processes. All Bharti Airtel offices follow the basic requirements specified by thePollution Control Board) and ensure statutory compliance. 33 | P a g e (g) All Bharti Airtel offices have fire alarm systems. Periodic fire drills are carried out in BhartiAirtel offices as a practice. All Airtel offices are provided with First Aid boxes and have identified people as First Aid specialists..Bharti Airtel takes all its equipment from its key vendors, namely Nokia and Ericsson, who complywith all the required health and safety norms. There is an induction manual for sub-contractors toensure that they follow all the safety and statutory compliances as well as Bharti Standard OperatingProcedures.Bharti Airtel is in the process of finalizing its Environment/ Health & Safety Policy (EHS) and willapply for ISO 14001 compliance within the next 3 years for each of its facilities. Community Initiatives Overview 34 | P a g e Corporate Social Responsibility is embedded in, and built upon, the stated values of Bharti theinstitution. These values guide all their activities and each employee is encouraged to takedecisions and design business-linked processes that are sensitive to communities andenvironment. We have an obligation to fulfill to society and the communities in which we operate, andhelp improve the quality of life for everyone, today and in the future

.Based on the basic guidelines and direction provided in the Code of Conduct, Bharti hasundertaken many community programs.Bhartis contribution to society is structured through two channels, namely,(a) Bhartis Corporate Social Responsibility (CSR) Initiatives, including initiatives undertaken byway of employee mobilization as well as running environment related programs; and(b) Bharti Foundation, a separate vehicle established in 2000 to lead the CSR agenda of BhartiGroup of Companies (a) CSR Initiatives @ Bharti Airtel Bharti Airtel has a nation-wide presence that has grown at an exponential rate in the recent years.Each local office undertakes special programs for the local community, thereby reaching out to people. Many projects like material collection drive and blood donation camps are organized for the welfare of the underprivileged community. Bharti constantly searches for new, innovativeways of reducing the consumption of resources, with the aim of leaving a better and greener earthfor future generations. Response to Disaster :Bharti Airtels response to Tsunami Disaster: Bharti Airtel undertook the following initiativesfor immediate relief and rehabilitation to Tsunami victims: Built a mobile network in Andaman & Nicobar islands in less than 3 months to aid rapidrehabilitation of the island Donated Rs. 1 Crore to the Prime Ministers Relief Fund, in addition to contributionsfrom employees. Created 29 Airtel Crisis Communications centres in Tamil Nadu. 35 | P a g e Raised resources for Tsunami victims by initiatives such as a Benefit Cricket Match.Employees of Bharti Airtel also contributed through a Donation Collection Drive, with adifference. All employees were not only given the freedom to choose the amount they wished todonate, but also the agency they wished to donate to.One of the most memorable actions was the heroic way in which a Bharti employee re-established connections after Tsunami hit Tamil Nadu. After being washed away by the wave, thisemployee went back to work on restoring connectivity for the struck region. Word of hisdedication spread within Bharti and he received tremendous response from his fellow Bhartians.Over 80 emails were addressed to him and presented to him in recognition. Bharti Airtels response to Assam, Bihar and West Bengal floods: Bharti Airtel also partneredwith an NGO to provide relief to the flood victims in the flood hit areas of Assam, Bihar andWest Bengal. A Material Collection Drive was undertaken across Bharti offices, for collectionof material such as clothes, utensils, footwear, blankets, dry ration and monetary donations. 55cartons of clothes and 65 kilos of ration were dispatched, in addition to monetary contributions. Bharti Airtel during Mumbai Floods:

Bharti Airtel employees climbed up the towers to restorethe networks so that their customers could conveniently reach its employees. Bharti Airtels response to Kashmir earthquake: Bharti Airtels Rapid Response Teamresponded to the Kashmir earthquake by bringing more than 2000 food packets and water bottlesto the affected area. Money, clothes, woolens and blankets were also collected from employees todistribute among earthquake victims. Other initiatives of Bharti Airtel Bharti Airtel employees have undertaken varied initiatives to reach out to the local community.Some of such initiatives are listed below:-Airtel Ashiana for underprivileged children at the Mohali office of Airtel.BIL North tied up with an NGO to distribute daily surplus food to needy children.Airtel Experience Centre by Access MP for the benefit of the benefit of visually impaired people as well as people from deprived section of society. 36 | P a g e Mobile Services Jammu & Kashmir donated free medicines, stationery, clothes and other utilityitems at the Missionaries of Charity Home for Destitutes.Mobile Services MP & CG supported the WalkaThon to create awareness about diabetes onWorld Diabetes Day, organized by the Indian Medical Association.Airtel Maharashtra & Goa team visited the Thalassemia Ward of Sassoor Hospital to interact withchildren as well as the families affected.Airtel Kerala team visited an old age home and shared a day full of fun with the members of thehome.A tree plantation drive was carried out by Access-NCR, Access-North and Access-UP WestCircles, where in free tree saplings were planted.Airtel Madhya Pradesh & Chhatisgarh planted trees on its fourth Circle Inception DayIn Tamil Nadu, Airtel has adopted a corporation park in Chennai city.Mobile Services Rajasthan supported the Red Ribbon Caravan initiative of the Rajasthan StateAIDS Control Society, to spread awareness about HIV/ AIDS. During the month-long campaign acaravan of five vans covered 32 districts of Rajasthan, to spread the awareness of HIV/ AIDS.Airtel Delhi organized a Blood Donation Camp in association with Indian Red Cross Society (b) Bharti Foundation Although CSR is executed at all levels in the organization, the Promoters of Bharti Enterprisesestablished Bharti Foundation in 2000 with a vision, To help underprivileged children and youth of our country realize their potential. Bharti Foundations mission is to create and support programs that bring about sustainablechanges through education, use of technology and information and best practice sharing.Bharti Foundation has established itself the goals of improving accessibility and quality of education at the school level for underprivileged children, and to provide education and trainingopportunities to youth. 37 | P a g e Awards And Recognition Bharti Airtel has received recognition for its innovative practices across theworld, some are as follows: 3rd Largest Wireless Operator In The World

Largest Private Integrated Telecom Company In India Largest Wireless Operator In India Largest Private Fixed Line Operator In India Largest Telecom Company Listed On Indian Stock Exchanges Sunil Bharti Mittal - Gsm Association Chairmans Award 2008 Sunil Bharti Mittal - Chosen For Padma Bhushan Awards In 2007 Airtel Was Chosen As The 2nd Most Trusted Service Brand In India In The MostTrusted Brands 2008 Survey Conducted By The Economic Times - Brand Equity Awarded With Top Honors At The Gsma Mobile World Congress Conference 2008 InBarcelona For The Category Best Billing/ Customer Care Solution. Adjudged As The Best Carrier India At The Telecom Asia Award 2008 Adjudged As Company Of The Year At The Cnbc India Business Leader Awards 2007 Economic Times Company Of The Year 2007 Award For Corporate Excellence Gallup Great Workplace Award For 2008 -Airtel is one of the only 20 companiesworldwide and the only company from India to receive the prestigious award. The other winners include companies like Standard Chartered, Qwest Communications andCampbell Soup Company etc. Airtel is one of the only 20 companies worldwide and theonly company from India where Organization engagement score is higher in more than50% of the population. 38 | P a g e Subscriber Base The Airtel subscriber base according to COAI - Cellular Operator Associationof India as of November 2008 was: Chennai- 2,011,299 Delhi- 4,418,296 Mumbai- 2,718,885 Kolkata- 2,178,061 Gujarat- 3,690,661

Andhra Pradesh- 8,094,328 Karnataka- 8,995,538 Tamil Nadu- 5,392,458 Kerala- 2,013,424 Punjab- 3,554,406 Haryana- 1,170,378 Uttar Pradesh(West) - 2,071,723 Uttar Pradesh(East) - 5,124,948 Rajasthan- 6,032,480 Madhya Pradesh- 4,040,871 39 | P a g e West Bengal&Andaman and Nicobar - 3,004,647 Himachal Pradesh- 887,594 Bihar - 6,419,357 Orissa- 2,496,123 Assam- 1,241,186 North Eastern States - 766,763 Jammu & Kashmir - 1,391,606The total is 78,908,993 connections in India till November 2008. In 2009 Airtel waslaunched in Srilanka also. Project Under Study:Welcome Visit CSMMScore 40 | P a g e Improvement Welcome Process Airtel is the leading mobile telecoms company in India, operating across all 23 Indian states.With the market experiencing explosive growth, they were looking for the right model to helpthem develop their business over the next 5-10 years. They had high awareness, but there was noreal sense of "who they were" or what they represented as a brand. So, they moved towardsincreasing the customer engagement through their Welcome process.Welcome Process is

the process carried out by the marketing Department of Airtel to do theaddress & credit verification of the new postpaid customer, besides providing the customer withthe other details as to the bill plan, bill cycle, payment methods, etc. WELCOME PROCESS 41 | P a g e Welcome Visits :Welcome Visits are made to the new postpaid customers of Airtel tocarry out the credit and address verification along with other allied activities carried out by the Welcome Visit Executives for the customer. Welcome Visit is made within 48 hours of the activation of the connection. Following are the allied activities carried out by the Welcome Visit Executive: Bill Plan Details :- He has to explain all the chargeable services in the customersmonthly bill like the Rate plan, Advance Rental, and Value Plus Services.T h e o u t g o i n g c a l l c h a r g e s , Recurring Charges , N o n - R e c u r r i n g C h a r ge s , U s a g e , Discounts& Adjustments, Service Tax, Late Fees, etc. are also to be told. Bill Cycle, due Date and LPC:Bill cycle is to be explained. Late Payment Charges are also told about. Short Code Education:Short codes (Codes sent to 121 as an SMS) , For e.g. OT for Outstanding Amount, MBILL for Mini Bill Statement, UNB for UnbilledAmount, etc.So, Short Code Education is also given by the Welcome Visit Executive to the customer. Payment Options:Various Payment modes are also to be told : Cash: There are various cash points at which the payment can be made. Cheque Payment: Payment can also be made through cheques. Credit card: Credit cards can also be used to make make payment at various Airtelretail centres. Drop Box: T h e r e a r e X X X C h e q u e D r o p B o x e s a c r o s s t h e s t a t e t o e n a b l e t h e customers to make the payments before due date.

 Mobile cheque / M chek: It i s a p r o v i s i o n w h e r e b y b i l l s c a n b e p a i d t h r o u gh mobile. E-billing: Secure payment can also be made online atwww.airtel.in by using creditcard by customers. 42 | P a g e Welcome Visits:-Made to allWelcome Calls:-Based on the need.Welcome Letters: Welcome Calls : - Welcome calls are made within 48 hours of the Welcome Visit and isdone to supplement the welcome visit. The purpose of the call may be to: Validate Customers name and address. Obtain the missing information in the Customer Information Form. Provide critical information to the customer. Clarify issues raised during the welcome visit. Welcome Letters : - Welcome Letters are sent to all customers to provide them with details of payment methods, details regarding the customers plan, etc. Welcome lettersare sent within 1 week of activation of the connection. ObjectivesoftheWelcomeProcess : Address Verification :O b j e c t i v e o f A d d r e s s V e r i f i c a t i o n i s t o v e r i f y i f t h e a d d r e s s actually exist and whether the applicant actually resides there. Credit Profiling : Based on the income and asset base of the customer in order to arriveat the customer category prescribed by AIRTEL. Customer categorization is done in order to decide the credit limits , schemes to be offered to the customer and so on. Critical Information Validation/ Collect ion : Address, e-mail; Bill Plan; Date of Birth; New to category or not; language preference; Confirmation of connection. Customer Education

: on Bill Plan, First bill, Credit limit and Payment Options. Other activities of the Welcome Process :- Welcome Visits, Welcome letters and Welcomecalls are the main activities of the Welcome Process but besides that there are certain other activities of Welcome Process also which are explained as follows: Customer Profiling :- Profiling of new customers as to Revenue potential and Risk levelinvolved from that particular customer. It is done within 48 hours of the activation. First Bill Call :Target Audienc e First time mobile users. First bill customers whose payment has not been received till 12 days of billgeneration. Time Fram e Between 10 20 days of Bill Dispatch. 43 | P a g e Purpose of the Call Educate the customer about the bill. Clarify any customer queries on the bill. Educate the customer about various payment options and bill due date. Second Bill Call Target Audience : Who called in for First Bill clarification. Who registered complaints regarding the First Bill. Customers who were barred due to Overdue Barring. Time Frame :

After 4 days of Bill Dispatch. Proactive Health Check Call Target Audience : High end users of Value Added Services. Customers with high complaints (more than 2) in the last 3 months. Customers whose connection is barred/ suspended in the last 2 months. Time Frame : B/W 75-90 days of activation. Objectives : Check for any problem in the current Value Added Services, also suggesting other Value Added Services. Check whether the issue has been resolved in regard to which the complaints have been received. Payment options Education. Credit Limit Education and options to increase credit limit. 44 | P a g e Welcome Process Model First of all a Welcome Visit is made to the new Airtel postpaid customer within 48 hoursof the activation of the connection. Here, he does the credit & address verification of thecustomer and also gives him bill plan details, bill explanation, etc. In case of need a Welcome call is made. 45 | P a g e Based on the information gathered by the Welcome Visit Executive when he visits thecustomers house, he does a credit rating. Welcome visit, Welcome call by the Welcome Executives and the a p p l i c a t i o n d a t a together form the basis of the initial credit rating.

Thereafter an online activation is done through AOL (Activation Online System) andalso the customers are segmented. Based on the segmentation and Initial credit rating, the customers are provided creditlimits and special offers are also given to certain customers. The credit rating and AOLa l s o h e l p s i n D u n n i n g w h e r e i n t h e c u s t o m e r s w h o h a v e i n v o l u n t a r i l y l e f t A i r t e l connections are approached.So, this is how the whole Welcome Process Model works. 46 | P a g e Customer Satisfaction Management and Measurement(CSMM)Meaning CSMM is an independent, specialist unit of IMRB International and an exclusive member of theWalker Information Global Network (WIGN) in the Indian subcontinent, providing solutions tocompanies for measuring and managing their key stakeholders.As the exclusive member of the Walker Information Global Network (WIGN) in South Asia (SriLanka, Bangladesh, Pakistan and Nepal), CSMM uses the proprietary tools developed by Walker Information, the recognized pioneers in Stakeholder Measurement and Management with over 35 years of experience. The network offers the world's most thoroughly tested and provensystem and also provides appropriate benchmarks through the WIGN Normative Database.As a specialist unit of IMRB International (Indias oldest and largest customizedresearch agency) CSMM leverages IMRBs infrastructural strengths with presence in 130 townsin India, 11 countries and 28 cities globally. It operates out of 5 full service offices, fivespecialist units & 15 field offices in India and handles approximately 4 million interviewsannually.Working with over 100 clients from diverse sectors, CSMM provides strategicinformation services to enhance customer loyalty amongst both end customers and trade channelcustomers as well as help build employee commitment. CSMM has experience with over 1000 programs across stakeholder groups and is a market leader in the stakeholder measurementspace.CSMM offers a team of highly trained and experienced consultants with multidisciplinary backgrounds. Their consultants have experience in conducting multicountry and regional programs for leading multinational companies, across various sectors.CSMM is a pioneer in non-contact form of data collection (telephonic and web) and has its own200 seater call centre operating from Delhi and Bangalore whichtogether handle 80000 telephonic interviews per month.Airtel has long been considered the leading telecom service provider. To remain on top theywere required to understand the mood of the customer through independent research agencies. 47 | P a g e For capturing customer mood the external agency, IMRB conducts the Customer SatisfactionManagement and Measurement surveys regularly for Airtel.The framework provides a reliable basis for understanding the determinants of customer loyalty,and identifying key priorities towards achieving higher levels of customer commitment &loyalty.The CSMM scores reflect how good we are to the customer in caring for him, inspiring trust,innovating for customer benefit and thus taking the role of industry leadership. The CSMM captures customer mood on the following parameters: Sales experience

Service provisioning (activation of connection) Network quality Customer Services Billing accuracy and timeliness Benchmark with Competition & above all Welcome visits CSMM Philosophy: Stakeholders are entities that can affect your company either directly or indirectly.Stakeholder loyalty is derived from the combined effect of customer loyalty, employeecommitment & other stakeholder relationships. CSMM believes in engaging with clients in building customer-centric organizationsthrough enhancing capabilities and competencies within the organizations and therebyaligning the entire organization to deliver customer delight. CSMM takes a holistic look at relationships. The company must manage its internalstakeholders such as employees, channel members and vendors in order to engender customer loyalty; this in turn results in business performance and market share.So, based on this CSMM philosophy Airtel wants to improve its CSMM scores in terms of the Welcome Visits which can be done by improving customer satisfaction by improving the performance of the Welcome Visit Executives. Welcome Visit CSMM scores Of Airtel : CSMM scores at the present level are CTI-29% & PI-28% which are quite low.So, key problem area has been defined i.e. Low CSMM scores of Welcome Visits of Airtel.The reasons behind it may be many: 48 | P a g e Welcome Visit executive may lack the desired knowledge. Welcome Visit Executive may not be Polite and courteous with the customer. Welcome Visit Executive may not be carrying the brand image of Airtel well, etc.So, questionnaires have been made filled by customers to identify improvementareas which will help me analyze ways to improve the CSMM scores. Primary DataCollectionThrough filling of Q : r a n o i t s e u Questionnaires have been used to gather the desired information from the customers. It willhelp me measure the customer satisfaction and would thus help in the Welcome Visit CSMMscore

improvement. It will give me the desired information on the effectiveness of WelcomeVisits and it will help me analyze the key improvement areas in terms of the Welcome VisitExecutives. 49 | P a g e Sample size i.e. No. of customers surveyed 100 (20 from each zone i.e. Amritsar, Chandigarh,Bathinda, Ludhiana, Jalandhar)Further, 3 different analysis has been done on the data collected: Analysis through Bar Graphs Discriminant Analysis by using SPSS Fish Bone Analysis Note:- Questionnaires have been attached in the annexure(Page No. 91,92,93) AnalysisthroughBarGraphs 50 | P a g e On the basis of the various questions asked to the postpaid c u s t o m e r s t o m e a s u r e t h e i r satisfaction Index with the Welcome Visits, I have got the following figures. Job Knowledge:The following is the region wise percentage of customers who were given theinformation on bill plan, credit limit, first bill explanation, short code education,etc. by the Welcome Visit Executive. Chandigarh and Ludhiana Are the Top 2 scorers. Amritsar is the lowest with only60% customers who were told about the Bill Plan Details. 51 | P a g e Only 55 % of the Customers of Amritsar and Bathinda were given the knowledge about theCredit Limit. More %age of customers in Chandigarh, Ludhiana and Jalandhar had theknowledge about the Credit Limit. Chandigarh is the Top scorer in terms of providing Short SMS codes education to the customerswhile Bathinda and is the lowest with just 40% of the customers having knowledge about it.Chandigarh is the Top scorer in terms of providing first bill Explanation to the customers whileAmritsar is the lowest with just 40% of the customers having knowledge about it. 52 | P a g e The following percentage of customers were told about the respective paymentmethods by the Welcome Visit Executive :53 | P a g e Customers of each Zone had the knowledge about this payment method which is very common. 54 | P a g e

Ludhiana customers had the maximum awareness about this payment method. Bathinda had thelowest with 60% customers aware about this mode of payment.85 % Customers of Jalandhar are aware of the payment mode i.e. Credit card. Ludhiana andChandigarh also have high scores. Amritsar is the least scoring with only 60% customers awareabout it. 55 | P a g e All zones have low scores with Bathinda the least scoring i.e. 35%. Chandigarh and Ludhianahave comparatively high scores i.e. 65%. 56 | P a g e Bathinda is the least scoring with just 40% customers aware of this p a y m e n t m o d e a n d Chandigarh is the highest scoring with 65% customers aware about this payment mode. 57 | P a g e Bathinda and Jalandhar are the lowest scoring zone with 50% customers being aware about this payment mode. Chandigarh is again the highest scoring zone with 80% customers havingawareness about this payment mode. Rating of emoloyees on attributes such as politeness, courteousness, knowledge and presentability :Customers were asked to rate the executives on ascale of 1 to 5 on each of the above attributes, 5 being the maximum and 1 being theminimum score.For our analysis the Top 2 and Bottom 2 scores are considered, 3 being a neutral ratinghas been ignored, thats how the IMRB does its rating when computing CSMM. Chandigarh and Ludhiana are top scorers(75%) & Amritsar &Bathinda score least (60%) in top 2 scores. In Bottom 2 Amritsar & Bathinda are top scorers with 35%. 58 | P a g e Ludhiana & Chandigarh are top scorers- 80% & 75% and Amritsar & Bathindascore least - 55% & 60% in top 2. In bottom 2 Amritsar & Bhatinda are the top scorers with 30%. 59 | P a g e Chandigarh and Ludhiana are top scorers(80% & 75 %) and Amritsar and BathindaScore least in top 2. In bottom 2 Amritsar & Bathinda are top scorers with 30%.

Chandigarh, Ludhiana and Jalandhar are top scorers with 85% , 80%and 80% whileAmritsar and Bathinda score least in top 2 i.e. 70%. In bottom 2 Amritsar and Bathinda are top scorers with 25% & 30%. Overall Satisfaction With the Welcome Visit Chandigarh is top scoring(80%) and Amritsar and bathinda score least in the Top 2In the Bottom 2 Amritsar & Bhatinda are again on the negative trend beingthe Top Scorer with 20%. 60 | P a g e Analysis by Using SPSS Tool SPSS is acomputer programused for statistical analysis by the market researchers, healthresearchers, survey companies, government, education researchers, marketing organizations andmany others. So, its a very appropriate tool for our research also. It will help us identify thevarious reasons for low CSMM scores Zone Wise and will also give a combined analysis of allthe Zones.SPSS has been applied on the data collected through the filling of Questionnaires by thecustomers.For analysis, discriminant analysis has been used. Discriminant analysis joins a nominally scaledcriterion or dependent variables with one or more independent variables that are interval or ratioscaled.It has a linear function of the form:-L = b 1 x 1 +b 2 x 2 ++b n x n + c , where L is the score on the Discriminant function, the b's arediscriminant coefficients, the x's are the input variables or predictors and c is a constant. Here , the linear function is:-Satisfaction = f (Discomfort, Payment, Information, Polite, Courteous, Knowledge, Presentable) Where, Overall Satisfaction is a function of the independent variables i.e. Discomfort due to oddtime calling or visiting of the executive, Payment methods told by the executive, Information(Miscellaneous) like Bill Plan Details, etc. provided during the Welcome visit and also of theattributes such as Politeness, Courteousness, Knowledgable and presentablity. Note:There are a set of combinations made of the options of different questions in order toapply SPSS. Same have been explained in the annexure (Page No - 94,95) 61 | P a g e

Amritsar Zone 62 | P a g e 63 | P a g e r o u p a s c s 5 . 0 0 0 0 . 0 0 0 0 0 4 4 . 0 0 0 2 2 . 7 5 0 0 3 . 3 0 4 0 4 4 4 . 0 0 0 3 . 0 0 0 0 1 . 8 2 5 7 4 4 4 . 0 0 0 1 . 5 0 0 0 . 5 7 7 3 5 4 4 . 0 0 0 1 . 7 5 0 0 . 5 0 0 0 0 4 4 . 0 0 0 2 . 0 0 0 0 . 0 0 0 0 0 4 4 . 0 0 0 2 . 0 0 0 0 . 0 0 0 0 0 4 4 . 0 0 0 5 . 0 0 0 0 . 0 0 0 0 0 3 3 . 0 0 0 1 8 . 3 3 3 3 4 . 0 4 1 4 5 3 3 . 0 0 0 1 . 0 0 0 0 . 0 0 0 0 0 3 3 . 0 0 0 3 . 6 6 6 7 . 5 7 7 3 5 3 3 . 0 0 0 3 . 0 0 0 0 . 0 0 0 0 0 3 3 . 0 0 0 3 . 3 3 3 3 . 5 7 7 3 5 3 3 . 0 0 0 3 . 6 6 6 7 . 5 7 7 3 5 3 3 . 0 0 0 3 . 1 2 5 0 2 . 0 3 1 0 1 8 8 . 0 0 0 2 0 . 7 5 0 0 3 . 6 1 5 4 4 8 8 . 0 0 0 6 . 3 7 5 0 2 . 5 0 3 5 7 8 8 . 0 0 0 3 . 6 2 5 0 1 . 0 6 0 6 6 8 8 . 0 0 0 3 . 8 7 5 0 . 8 3 4 5 2 8 8 . 0 0 0 3 . 8 7 5 0 . 8 3 4 5 2 8 8 . 0 0 0 4 . 5 0 0 0 . 5 3 4 5 2 8 8 . 0 0 0 2 . 6 6 6 7 2 . 0 8 1 6 7 3 3 . 0 0 0 1 5 . 0 0 0 0 4 . 5 8 2 5 8 3 3 . 0 0 0 7 . 3 3 3 3 . 5 7 7 3 5 3 3 . 0 0 0 4 . 3 3 3 3 . 5 7 7 3 5 3 3 . 0 0 0 4 . 0 0 0 0 . 0 0 0 0 0 3 3 . 0 0 0 4 . 6 6 6 7 . 5 7 7 3 5 3 3 . 0 0 0 4 . 3 3 3 3 . 5 7 7 3 5 3 3 . 0 0 0 3 . 7 7 7 8 1 . 8 0 0 5 1 1 8 1 8 . 0 0 0 1 9 . 8 3 3 3 4 . 3 1 4 8 2 1 8 1 8 . 0 0 0 4 . 8 8 8 9 2 . 9 6 8 2 4 1 8 1 8 . 0 0 0 3 . 2 7 7 8 1 . 2 7 4 4 3 1 8 1 8 . 0 0 0 3 . 2 7 7 8 1 . 0 7 4 0 6 1 8 1 8 . 0 0 0 3 . 5 0 0 0 1 . 0 9 8 1 3 1 8 1 8 . 0 0 0 3 . 7 7 7 8 1 . 1 1 4 3 7 1 8 1 8 . 0 0 0 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentable DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentableDiscomfortPaymentIn formationPoliteCourteousKnowledgablePresentableDiscomfortPaymentInformationPoliteCourte ousKnowledgablePresentableDiscomfortPaymentInformationPoliteCourteousKnowledgablePre

sentableSatisfaction2.003.004.005.00TotalM e a n S t d . D e v i a t i o n U n w e i g h t e d W e i g h t e d Valid N (listwise) Eigenvalues 16.580 a 8 5 . 2 8 5 . 2 . 9 7 1 1.775 a 9 . 1 9 4 . 3 . 8 0 0 1.103 a 5 . 7 1 0 0 . 0 . 7 2 4 Function123 Eigenvalue % of Variance Cumulative %CanonicalCorrelationFirst 3 canonical discriminant functions were used in theanalysis.a. Function 1 is the most superior function since the %age of Variance against it is the maximum.85.2% Variance is explained by the first function Canonical Discriminant Function Coefficients - . 3 9 1 . 0 2 9 - . 1 8 8 - . 1 2 8 . 1 6 7 . 1 9 0 . 1 3 7 - . 3 9 7 . 4 2 9 . 0 4 5 . 6 8 6 . 3 0 1 . 5 2 2 1 . 5 5 2 . 2 8 0 1 . 1 4 5 - 1 . 5 6 1 - . 6 6 6 1 . 3 3 4 1 . 7 2 3 - . 5 7 3 - 7 . 5 6 7 - 5 . 3 7 2 2 . 5 6 5 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentable(Constant)1 2 3FunctionUnstandardized coefficients So, the linear function which we have against function 1 is as follows:-S = - 7.567 3.91 D .128 P + .137 I + .045 Po + .522 C + 1.145 K + 1.334 Pr 64 | P a g e Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive. Findings:-Group Statistics:-The total mean of the Group Statistics table has been analyzed and so the following points can be highlighted. If we have a look at the Group statistics table, there is a positive point which comes upthat no customer has rated the Overall Satisfaction the lowest i.e. 1. On a totality basis Combination No. 20 is the mean for payment methods which indicatesthat cash, credit card, e-billing and M- cheque are the commonly known payment modesamongst the customers and rest are not so commonly known. On a totality basis Combination No. 5 is the mean for information extended to customerswhich indicates that the customers were basically given the information on Bill PlanDetails and Short SMS codes. So, adequate information is not provided to the customers. On a totality basis an average score of 3 have been given to the attributes Politeness,Courteousness, Knowledge, and Presentability which is a very neutral score. Canonical Discriminant Function Coefficients:-

 Discomfort is negative(-.391). Payment methods is negative which means adequate information regarding paymentmethods has not been provided. Presentability is positive and maximum (1.334) which is a good sign. Even the rest of theattributes such politeness, courteousness, information, knowledge, etc. are positive. 65 | P a g e 66 | P a g e Chandigarh Zone Group Statistics 4 . 0 0 0 0 1 . 7 3 2 0 5 3 3 . 0 0 0 1 3 . 0 0 0 0 1 1 . 5 3 2 5 6 3 3 . 0 0 0 1 0 . 3 3 3 3 2 . 8 8 6 7 5 3 3 . 0 0 0 1 . 3 3 3 3 . 5 7 7 3 5 3 3 . 0 0 0 2 . 0 0 0 0 . 0 0 0 0 0 3 3 . 0 0 0 2 . 6 6 6 7 1 . 1 5 4 7 0 3 3 . 0 0 0 2 . 6 6 6 7 1 . 1 5 4 7 0 3 3 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 1 4 . 0 0 0 0 . a 1 1 . 0 0 0 2 . 0 0 0 0 . a 1 1 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 4 . 0 0 0 0 . a 1 1 . 0 0 0 2 . 0 0 0 0 . a 1 1 . 0 0 0 3 . 0 0 0 0 . a 1 1 . 0 0 0 3 . 1 5 3 8 1 . 8 1 8 7 1 1 3 1 3 . 0 0 0 2 1 . 4 6 1 5 7 . 4 7 9 0 3 1 3 1 3 . 0 0 0 9 . 3 0 7 7 1 . 8 4 3 2 1 1 3 1 3 . 0 0 0 4 . 1 5 3 8 . 8 9 8 7 2 1 3 1 3 . 0 0 0 3 . 8 4 6 2 . 6 8 8 7 4 1 3 1 3 . 0 0 0 4 . 2 3 0 8 . 5 9 9 1 4 1 3 1 3 . 0 0 0 4 . 2 3 0 8 . 4 3 8 5 3 1 3 1 3 . 0 0 0 4 . 0 0 0 0 1 . 7 3 2 0 5 3 3 . 0 0 0 1 4 . 0 0 0 0 1 1 . 7 8 9 8 3 3 3 . 0 0 0 6 . 6 6 6 7 3 . 2 1 4 5 5 3 3 . 0 0 0 4 . 3 3 3 3 . 5 7 7 3 5 3

3 . 0 0 0 4 . 3 3 3 3 1 . 1 5 4 7 0 3 3 . 0 0 0 4 . 0 0 0 0 1 . 0 0 0 0 0 3 3 . 0 0 0 4 . 6 6 6 7 . 5 7 7 3 5 3 3 . 0 0 0 3 . 5 0 0 0 1 . 7 3 2 0 5 2 0 2 0 . 0 0 0 1 8 . 7 0 0 0 8 . 8 8 5 8 3 2 0 2 0 . 0 0 0 8 . 7 0 0 0 2 . 7 9 2 8 5 2 0 2 0 . 0 0 0 3 . 8 0 0 0 1 . 3 2 1 8 8 2 0 2 0 . 0 0 0 3 . 6 5 0 0 . 9 8 8 0 9 2 0 2 0 . 0 0 0 3 . 8 5 0 0 . 9 8 8 0 9 2 0 2 0 . 0 0 0 4 . 0 0 0 0 . 8 5 8 4 0 2 0 2 0 . 0 0 0 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresent ableDiscomfortPaymentInformationPoliteCourteousKnowledgablePresentableDiscomfortPay mentInformationPoliteCourteousKnowledgablePresentableDiscomfortPaymentInformationPoli teCourteousKnowledgablePresentableDiscomfortPaymentInformationPoliteCourteousKnowled gablePresentableSatisfaction2.003.004.005.00TotalM e a n S t d . D e v i a t i o n U n w e i g h t e d W e i g h t e d Valid N (listwise) 67 | P a g e Eigenvalues 7.961 a 6 4 . 6 6 4 . 6 . 9 4 3 3.867 a 3 1 . 4 9 6 . 0 . 8 9 1 .499 a 4 . 0 1 0 0 . 0 . 5 7 7 Function123 Eigenvalue % of Variance Cumulative %CanonicalCorrelationFirst 3 canonical discriminant functions were used in theanalysis.a. Function 1 is the most superior function since the %age of Variance against it is the maximum.64.6% variance has been explained by the first function. Canonical Discriminant Function Coefficients . 1 3 6 - . 1 6 0 - . 0 6 5 - . 0 1 1 . 0 1 9 . 1 3 3 - . 6 1 4 . 2 6 3 . 0 8 9 . 6 0 8 . 9 1 4 1 . 2 7 2 1 . 2 0 3 - 1 . 5 0 6 - 1 . 4 9 5 . 8 8 7 1 . 2 8 5 - . 9 0 5 . 9 1 0 1 . 2 0 0 . 0 2 4 - 1 . 8 4 9 - 9 . 8 0 6 . 9 7 8 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentable(Constant)1 2 3FunctionUnstandardized coefficients 68 | P a g e S = - 1.849 + .136 D - .11 P - .614 I + .608 Po + 1.203 C - .887 K + .910 Pr Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive. Findings:-Group Statistics:-The total mean of the Group Statistics table has been analyzed and so the following points can be highlighted.

 If we have a look at the Group statistics table, there is a positive point which comes upthat no customer has rated the Overall Satisfaction the lowest i.e. 1. On a totality basis Combination No. 19 is the mean for payment methods which indicatesthat cash, credit card, drop box and e-billing are the commonly known payment modesamongst the customers and rest are not so commonly known. On a totality basis Combination No. 9 is the mean for information extended to customerswhich indicates that the customers were basically given the information on Bill PlanDetails, Credit Limit, First Bill explanation. So, adequate information is provided to thecustomers of Chandigarh zone. On a totality basis an average score of 4 have been given to the attributes Politeness,Courteousness, Knowledge, and Presentability which is a top score. Canonical Discriminant Function Coefficients: Discomfort is positive(+.136). So, executives in Chandigarh are cautious about visitingand calling the customers at odd hours. Payment methods and information is negative which means adequate informationregarding payment methods and Misc. information has not been provided to thecustomers. 69 | P a g e Courteousness is positive and maximum (1.203) which is a good sign. Politeness and presentability is also positive but knowledge is negative which means the executives arelacking the desired knowledge. Bathinda Zone 70 | P a g e Group Statistics 3 . 5 0 0 0 1 . 7 3 2 0 5 4 4 . 0 0 0 1 2 . 0 0 0 0 1 0 . 1 6 5 3 0 4 4 . 0 0 0 1 1 . 5 0 0 0 5 . 9 1 6 0 8 4 4 . 0 0 0 2 . 0 0 0 0 . 0 0 0 0 0 4 4 . 0 0 0 1 . 7 5 0 0 . 5 0 0 0 0 4 4 . 0 0 0 1 . 5 0 0 0 . 5 7 7 3 5 4 4 . 0 0 0 2 . 0 0 0 0 . 0 0 0 0 0 4 4 . 0 0 0 2 . 6 0 0 0 2 . 1 9 0 8 9 5 5 . 0 0 0 1 6 . 2 0 0 0 6 . 6 8 5 8 1 5 5 . 0 0 0 8 . 4 0 0 0 5 . 0 2 9 9 1 5 5 . 0 0 0 2 . 4 0 0 0 1 . 1 4 0 1 8 5 5 . 0 0 0 2 . 8 0 0 0 . 8 3 6 6 6

5 5 . 0 0 0 3 . 6 0 0 0 . 8 9 4 4 3 5 5 . 0 0 0 3 . 2 0 0 0 1 . 0 9 5 4 5 5 5 . 0 0 0 3 . 0 0 0 0 2 . 1 0 8 1 9 1 0 1 0 . 0 0 0 1 4 . 0 0 0 0 7 . 0 8 6 7 6 1 0 1 0 . 0 0 0 1 1 . 8 0 0 0 2 . 0 9 7 6 2 1 0 1 0 . 0 0 0 4 . 2 0 0 0 . 4 2 1 6 4 1 0 1 0 . 0 0 0 4 . 1 0 0 0 . 3 1 6 2 3 1 0 1 0 . 0 0 0 3 . 8 0 0 0 . 7 8 8 8 1 1 0 1 0 . 0 0 0 4 . 1 0 0 0 . 3 1 6 2 3 1 0 1 0 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 2 2 . 0 0 0 0 . a 1 1 . 0 0 0 2 . 0 0 0 0 . a 1 1 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 3 . 1 0 0 0 1 . 9 7 0 8 4 2 0 2 0 . 0 0 0 1 4 . 5 5 0 0 7 . 3 9 4 7 0 2 0 2 0 . 0 0 0 1 0 . 4 0 0 0 4 . 3 5 7 6 9 2 0 2 0 . 0 0 0 3 . 3 5 0 0 1 . 2 2 5 8 2 2 0 2 0 . 0 0 0 3 . 3 5 0 0 1 . 1 3 6 7 1 2 0 2 0 . 0 0 0 3 . 3 5 0 0 1 . 2 2 5 8 2 2 0 2 0 . 0 0 0 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresenta bleDiscomfortPaymentInformationPoliteCourteousKnowledgablePresentableDiscomfortPaym entInformationPoliteCourteousKnowledgablePresentableDiscomfortPaymentInformationPolite CourteousKnowledgablePresentableDiscomfortPaymentInformationPoliteCourteousKnowledga bleSatisfaction2.003.004.005.00TotalM e a n S t d . D e v i a t i o n U n w e i g h t e d W e i g h t e d Valid N (listwise) 71 | P a g e Eigenvalues 32.202 a 9 3 . 7 9 3 . 7 . 9 8 5 1.857 a 5 . 4 9 9 . 1 . 8 0 6 .310 a . 9 1 0 0 . 0 . 4 8 6 Function123

Eigenvalue % of Variance Cumulative %CanonicalCorrelationFirst 3 canonical discriminant functions were used in theanalysis.a. Function 1 is the most superior function since the %age of Variance against it is the maximum.93.7% variance is explained by the first function. Canonical Discriminant Function Coefficients . 0 4 7 . 3 5 1 - . 1 1 1 - . 0 6 9 . 0 9 4 . 0 3 4 . 1 1 3 - . 1 1 0 . 2 2 7 3 . 2 0 0 1 . 9 9 8 - 1 . 7 1 3 - . 8 3 4 2 . 2 5 2 2 . 4 3 0 . 1 3 1 1 . 3 0 7 . 3 8 8 2 . 9 9 2 1 . 5 3 3 - 1 . 1 4 8 - 1 9 . 1 5 3 - 1 . 1 7 7 2 . 2 0 2 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentable(Constant)1 2 3FunctionUnstandardized coefficients S = - 19.153 + .047 D - .69 P + .113 I + 3.200 Po .834 C +.131 K + 2.992 Pr Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive. 72 | P a g e Findings:-Group Statistics:-The total mean of the Group Statistics table has been analyzed and so the following points can be highlighted. If we have a look at the Group statistics table, there is a positive point which comes upthat no customer has rated the Overall Satisfaction the lowest i.e. 1. On a totality basis Combination No. 15 is the mean for payment methods which indicatesthat cash, cheque, credit card, drop box are the commonly known payment modesamongst the customers and rest are not so commonly known. On a totality basis Combination No. 10 is the mean for information extended tocustomers which indicates that the customers were basically given the information onBill Plan Details, Credit Limit, Short SMS Codes. So, adequate information is not provided to the customers of Bathinda. On a totality basis an average score of 3 have been given to the attributes Politeness,Courteousness, Knowledge, and Presentability which is a neutral score. Canonical Discriminant Function Coefficients: Discomfort is positive(+.047). So, even executives in Bathinda are cautious aboutvisiting and calling the customers at odd hours. Payment methods is negative which means adequate information regarding paymentmethods has not been provided to the customers. However adequate Misc. informationhas been given to the customers since it is positive. Politeness is positive and maximum (+3.2) which is a good sign. Presentability andknowledge is also positive.

73 | P a g e Ludhiana Zone 74 | P a g e Group Statistics 5 . 0 0 0 0 . 0 0 0 0 0 4 4 . 0 0 0 2 1 . 7 5 0 0 4 . 7 1 6 9 9 4 4 . 0 0 0 1 0 . 2 5 0 0 3 . 8 6 2 2 1 4 4 . 0 0 0 2 . 5 0 0 0 1 . 0 0 0 0 0 4 4 . 0 0 0 2 . 7 5 0 0 . 9 5 7 4 3 4 4 . 0 0 0 3 . 5 0 0 0 1 . 0 0 0 0 0 4 4 . 0 0 0 3 . 0 0 0 0 1 . 1 5 4 7 0 4 4 . 0 0 0 2 . 0 0 0 0 . a 1 1 . 0 0 0 2 2 . 0 0 0 0 . a 1 1 . 0 0 0 7 . 0 0 0 0 . a 1 1 . 0 0 0 1 . 0 0 0 0 . a 1 1 . 0 0 0 1 . 0 0 0 0 . a 1 1 . 0 0 0 4 . 0 0 0 0 . a 1 1 . 0 0 0 1 . 0 0 0 0 . a 1 1 . 0 0 0 3 . 2 3 0 8 2 . 0 0 6 4 0 1 3 1 3 . 0 0 0 1 7 . 4 6 1 5 8 . 7 0 4 5 5 1 3 1 3 . 0 0 0 9 . 7 6 9 2 2 . 8 3 2 9 6 1 3 1 3 . 0 0 0 4 . 1 5 3 8 . 5 5 4 7 0 1 3 1 3 . 0 0 0 4 . 2 3 0 8 . 4 3 8 5 3 1 3 1 3 . 0 0 0 3 . 6 1 5 4 1 . 0 4 3 9 1 1 3 1 3 . 0 0 0 4 . 0 0 0 0 . 7 0 7 1 1 1 3 1 3 . 0 0 0 3 . 5 0 0 0 3 . 5 3 5 5 3 2 2 . 0 0 0 2 3 . 0 0 0 0 4 . 2 4 2 6 4 2 2 . 0 0 0 1 2 . 0 0 0 0 1 . 4 1 4 2 1 2 2 . 0 0 0 4 . 5 0 0 0 . 7 0 7 1 1 2 2 . 0 0 0 4 . 5 0 0 0 . 7 0 7 1 1 2 2 . 0 0 0 4 . 0 0 0 0 . 0 0 0 0 0 2 2 . 0 0 0 4 . 5 0 0 0 . 7 0 7 1 1 2 2 . 0 0 0 3 . 5 5 0 0 1 . 9 5 9 4 6 2 0 2 0 . 0 0 0 1 9 . 1 0 0 0 7 . 5 9 4 3 2 2 0 2 0 . 0 0 0 9 . 9 5 0 0 2 . 9 1 0 5 1 2 0 2 0 . 0 0 0 3 . 7 0 0 0 1 . 1 2 8 5 8

2 0 2 0 . 0 0 0 3 . 8 0 0 0 1 . 0 5 6 3 1 2 0 2 0 . 0 0 0 3 . 6 5 0 0 . 9 3 3 3 0 2 0 2 0 . 0 0 0 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresent ableDiscomfortPaymentInformationPoliteCourteousKnowledgablePresentableDiscomfortPay mentInformationPoliteCourteousKnowledgablePresentableDiscomfortPaymentInformationPoli teCourteousKnowledgablePresentableDiscomfortPaymentInformationPoliteCourteousKnowled gableSatisfaction2.003.004.005.00TotalM e a n S t d . D e v i a t i o n U n w e i g h t e d W e i g h t e d Valid N (listwise) 75 | P a g e Eigenvalues 6.245 a 9 2 . 0 9 2 . 0 . 9 2 8 .402 a 5 . 9 9 8 . 0 . 5 3 5 .138 a 2 . 0 1 0 0 . 0 . 3 4 8 Function123 Eigenvalue % of Variance Cumulative %CanonicalCorrelationFirst 3 canonical discriminant functions were used in theanalysis.a. Function 1 is the most superior function since the %age of Variance aginst it is the maximum.92% variance is explained by the first function. Canonical Discriminant Function Coefficients . 2 7 2 . 3 1 9 - . 2 1 2 . 0 1 2 . 0 3 9 . 0 5 6 - . 1 1 2 . 2 3 2 . 1 9 2 . 5 7 0 . 2 7 5 1 . 9 8 9 1 . 7 4 7 - . 4 1 0 2 . 1 7 7 . 9 5 9 . 2 3 9 . 2 9 8 . 3 8 8 . 7 7 7 . 0 2 8 - 1 3 . 7 5 3 - 5 . 3 5 4 2 . 5 0 6 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentable(Constant)1 2 3FunctionUnstandardized coefficients S = - 13.753 + .272 D + .012 P - .112 I + .570 Po + 1.747 C + .959 K + .388 Pr Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive. 76 | P a g e Findings:-Group Statistics:-The total mean of the Group Statistics table has been analyzed and so the following points can be highlighted. If we have a look at the Group statistics table, there is a positive point which comes upthat no customer has rated the Overall Satisfaction the lowest i.e. 1. On a totality basis Combination No. 19 is the mean for payment methods which indicatesthat cash, credit card, drop box and e-billing are the commonly known payment modesamongst the customers and rest are not so commonly known.

 On a totality basis Combination No. 10 is the mean for information extended tocustomers which indicates that the customers were basically given the information onBill Plan Details, Credit Limit, Short SMS Codes. So, adequate information is providedto the customers of Ludhiana. On a totality basis an average score of 4 have been given to the attributes Politeness,Courteousness, Knowledge, and Presentability which is a top score. Canonical Discriminant Function Coefficients: Discomfort is positive(+.272). So, even executives in Ludhiana are cautious aboutvisiting and calling the customers at odd hours. Payment methods is positive which means adequate information regarding paymentmethods has been provided to the customers. However, Misc. information is negativewhich means executives in Ludhiana lack knowledge to provide the desired information. All the attributes i.e. politeness, courteousness, knowledge and presentability is positive. 77 | P a g e Jalandhar Zone 78 | P a g e Group Statistics 3 . 5 0 0 0 1 . 7 3 2 0 5 4 4 . 0 0 0 2 1 . 0 0 0 0 4 . 2 4 2 6 4 4 4 . 0 0 0 1 0 . 2 5 0 0 3 . 5 9 3 9 8 4 4 . 0 0 0 2 . 5 0 0 0 1 . 0 0 0 0 0 4 4 . 0 0 0 2 . 5 0 0 0 1 . 0 0 0 0 0 4 4 . 0 0 0 3 . 7 5 0 0 1 . 5 0 0 0 0 4 4 . 0 0 0 2 . 7 5 0 0 . 9 5 7 4 3 4 4 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 1 9 . 0 0 0 0 . a 1 1 . 0 0 0 8 . 0 0 0 0 . a 1 1 . 0 0 0 2 . 0 0 0 0 . a 1 1 . 0 0 0 2 . 0 0 0 0 . a 1 1 . 0 0 0 4 . 0 0 0 0 . a 1 1 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 3 . 2 1 4 3 1 . 8 8 8 3 7 1 4 1 4 . 0 0 0 1 7 . 1 4 2 9 5 . 8 5 5 4 0 1 4

1 4 . 0 0 0 8 . 5 0 0 0 2 . 7 9 4 2 2 1 4 1 4 . 0 0 0 3 . 9 2 8 6 . 7 3 0 0 5 1 4 1 4 . 0 0 0 4 . 0 0 0 0 . 5 5 4 7 0 1 4 1 4 . 0 0 0 3 . 7 1 4 3 . 8 2 5 4 2 1 4 1 4 . 0 0 0 4 . 1 4 2 9 . 7 7 0 3 3 1 4 1 4 . 0 0 0 5 . 0 0 0 0 . a 1 1 . 0 0 0 2 7 . 0 0 0 0 . a 1 1 . 0 0 0 1 3 . 0 0 0 0 . a 1 1 . 0 0 0 4 . 0 0 0 0 . a 1 1 . 0 0 0 4 . 0 0 0 0 . a 1 1 . 0 0 0 4 . 0 0 0 0 . a 1 1 . 0 0 0 4 . 0 0 0 0 . a 1 1 . 0 0 0 3 . 4 5 0 0 1 . 7 9 1 0 6 2 0 2 0 . 0 0 0 1 8 . 5 0 0 0 5 . 7 2 6 2 1 2 0 2 0 . 0 0 0 9 . 0 5 0 0 2 . 9 6 4 2 6 2 0 2 0 . 0 0 0 3 . 5 5 0 0 . 9 9 8 6 8 2 0 2 0 . 0 0 0 3 . 6 0 0 0 . 9 4 0 3 2 2 0 2 0 . 0 0 0 3 . 7 5 0 0 . 9 1 0 4 7 2 0 2 0 . 0 0 0 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresent ableDiscomfortPaymentInformationPoliteCourteousKnowledgablePresentableDiscomfortPay mentInformationPoliteCourteousKnowledgablePresentableDiscomfortPaymentInformationPoli teCourteousKnowledgablePresentableDiscomfortPaymentInformationPoliteCourteousKnowled gableSatisfaction2.003.004.005.00TotalM e a n S t d . D e v i a t i o n U n w e i g h t e d W e i g h t e d Valid N (listwise) 79 | P a g e Eigenvalues 2.796 a 6 6 . 6 6 6 . 6 . 8 5 8 .758 a 1 8 . 1 8 4 . 7 . 6 5 7 .643 a 1 5 . 3 1 0 0 . 0 . 6 2 6 Function123 Eigenvalue % of Variance Cumulative %CanonicalCorrelationFirst 3 canonical discriminant functions were used in theanalysis.a. Function 1 is the most superior function since the %age of Variance against it is the maximum.66.6% Variance has been explained by the first function. Canonical Discriminant Function Coefficients

. 0 7 9 . 2 6 2 . 2 0 6 . 0 4 1 . 2 3 1 . 0 0 5 - . 0 5 6 . 2 8 2 - . 0 3 5 2 . 9 6 4 - 2 . 6 4 9 . 1 3 3 4 . 8 3 6 2 . 9 9 4 . 7 5 2 - . 7 7 7 - . 6 1 6 . 3 9 6 . 3 2 3 . 3 4 9 1 . 2 4 0 - 5 . 7 4 5 - 8 . 1 5 6 4 . 5 7 3 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentable(Constant)1 2 3FunctionUnstandardized coefficients S = - 5.745 + .079 D + .041 P - .056 I 2.964 Po + 4.836 C - .777 K + .323 Pr 80 | P a g e Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive. Findings:-Group Statistics:-The total mean of the Group Statistics table has been analyzed and so the following points can be highlighted. If we have a look at the Group statistics table, there is a positive point which comes upthat no customer has rated the Overall Satisfaction the lowest i.e. 1. On a totality basis Combination No. 19 is the mean for payment methods which indicatesthat cash, credit card, drop box and e-billing are the commonly known payment modesamongst the customers and rest are not so commonly known. On a totality basis Combination No. 9 is the mean for information extended to customerswhich indicates that the customers were basically given the information on Bill PlanDetails, Credit Limit, First Bill Explanation. So, adequate information is provided to thecustomers of Jalandhar. On a totality basis an average score of 4 have been given to the attributes Politeness,Courteousness, Knowledge, and Presentability which is a top score. Canonical Discriminant Function Coefficients: Discomfort is positive(+.272). So, even executives in Jalandhar are cautious aboutvisiting and calling the customers at odd hours. Payment methods is positive which means adequate information regarding paymentmethods has been provided to the customers. However, Misc. information is negativewhich means executives in Ludhiana lack knowledge to provide the desired information. Politeness and knowledge is negative. Courteousness and presentability is positive. 81 | P a g e Overall Analysis 82 | P a g e Group Statistics

4 . 2 1 0 5 1 . 3 5 7 2 4 1 9 1 9 . 0 0 0 1 8 . 3 6 8 4 7 . 9 1 7 7 1 1 9 1 9 . 0 0 0 9 . 0 0 0 0 4 . 7 2 5 8 2 1 9 1 9 . 0 0 0 2 . 0 0 0 0 . 8 1 6 5 0 1 9 1 9 . 0 0 0 2 . 1 5 7 9 . 7 6 4 7 2 1 9 1 9 . 0 0 0 2 . 6 8 4 2 1 . 2 4 9 5 6 1 9 1 9 . 0 0 0 2 . 4 7 3 7 . 8 4 1 1 9 1 9 1 9 . 0 0 0 3 . 6 3 6 4 1 . 9 1 1 6 9 1 1 1 1 . 0 0 0 1 7 . 3 6 3 6 5 . 0 6 5 0 3 1 1 1 1 . 0 0 0 5 . 6 3 6 4 4 . 7 3 8 6 2 1 1 1 1 . 0 0 0 2 . 8 1 8 2 1 . 3 2 8 0 2 1 1 1 1 . 0 0 0 2 . 7 2 7 3 . 9 0 4 5 3 1 1 1 1 . 0 0 0 3 . 4 5 4 5 . 8 2 0 2 0 1 1 1 1 . 0 0 0 3 . 2 7 2 7 1 . 1 9 0 8 7 1 1 1 1 . 0 0 0 3 . 1 5 5 2 1 . 8 8 9 9 7 5 8 5 8 . 0 0 0 1 8 . 1 3 7 9 7 . 2 0 4 8 9 5 8 5 8 . 0 0 0 9 . 2 4 1 4 2 . 8 5 5 0 4 5 8 5 8 . 0 0 0 4 . 0 3 4 5 . 7 4 8 4 6 5 8 5 8 . 0 0 0 4 . 0 1 7 2 . 5 7 7 0 9 5 8 5 8 . 0 0 0 3 . 8 4 4 8 . 8 3 3 5 5 5 8 5 8 . 0 0 0 4 . 1 7 2 4 . 5 9 6 4 2 5 8 5 8 . 0 0 0 3 . 7 0 0 0 1 . 9 4 6 5 1 1 0 1 0 . 0 0 0 1 8 . 2 0 0 0 7 . 8 8 5 2 9 1 0 1 0 . 0 0 0 8 . 1 0 0 0 3 . 6 9 5 3 4 1 0 1 0 . 0 0 0 4 . 4 0 0 0 . 5 1 6 4 0 1 0 1 0 . 0 0 0 4 . 3 0 0 0 . 6 7 4 9 5 1 0 1 0 . 0 0 0 4 . 3 0 0 0 . 6 7 4 9 5 1 0 1 0 . 0 0 0 4 . 5 0 0 0 . 5 2 7 0 5 1 0 1 0 . 0 0 0 3 . 4 6 9 4 1 . 8 2 8 7 7 9 8 9 8 . 0 0 0 1 8 . 1 0 2 0 7 . 1 1 5 3 8 9 8 9 8 . 0 0 0 8 . 6 7 3 5 3 . 7 1 6 1 5 9 8 9 8 . 0 0 0 3 . 5 4 0 8 1 . 1 8 5 5 5 9 8 9 8 . 0 0 0 3 . 5 4 0 8 1 . 0 3 7 1 3 9 8 9 8 . 0 0 0 3 . 6 2 2 4 1 . 0 3 0 6 2 9 8 9 8 . 0 0 0 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresenta bleDiscomfortPaymentInformationPoliteCourteousKnowledgablePresentableDiscomfortPaym entInformationPoliteCourteousKnowledgablePresentableDiscomfortPaymentInformationPolite CourteousKnowledgablePresentableDiscomfortPaymentInformationPoliteCourteousKnowledga bleSatisfaction2.003.004.005.00TotalM e a n S t d . D e v i a t i o n U n w e i g h t e d W e i g h t e d Valid N (listwise) 83 | P a g e Eigenvalues 2.442 a 9 3 . 3 9 3 . 3 . 8 4 2 .156

a 6 . 0 9 9 . 3 . 3 6 8 .019 a . 7 1 0 0 . 0 . 1 3 8 Function123 Eigenvalue % of Variance Cumulative %CanonicalCorrelationFirst 3 canonical discriminant functions were used in theanalysis.a. Function 1 is the most superior function since the %age of Variance aginst it is themaximum.93.3 % variance is explained by the first function. Canonical Discriminant Function Coefficients - . 0 8 7 - . 0 2 8 . 5 3 9 - . 0 0 8 . 0 7 5 - . 0 2 3 . 0 0 5 . 2 2 7 . 0 6 6 . 3 9 4 . 4 1 4 - . 1 5 2 . 6 4 5 . 8 4 2 . 1 4 7 . 2 9 7 - . 6 4 4 . 5 7 9 . 7 0 6 . 1 1 0 - . 1 3 4 - 7 . 0 1 4 - 2 . 0 1 0 3 . 5 9 2 DiscomfortPaymentInformationPoliteCourteousKnowledgablePresentable(Constant)1 2 3FunctionUnstandardized coefficients S = - 7.014 - .087 D - .008 P + .005 I + .394 Po + 0.645 C + .297 K + .706 Pr Where, D denotes Discomfort, P denotes Payment Methods, I denotes Misc. Information provided, Po denotes Politeness of the Executive, C denotes Courteousness of the Executive, K denotes Knowledge of the Executive, Pr denotes Presentability of the Executive. 84 | P a g e Findings:-Group Statistics:-The total mean of the Group Statisitics table has been analysed and sothe following points can be highlighted. If we have a look at the Group statistics table, there is a positive point which comes upthat no customer has rated the Overall Satisfaction the lowest i.e. 1. On a totality basis Combination No. 18 is the mean for payment methods which indicatesthat cash, cheque, drop box and e-billing are the commonly known payment modesamongst the customers and rest are not so commonly known. On a totality basis Combination No. 9 is the mean for information extended to customerswhich indicates that the customers were basically given the information on Bill PlanDetails, Credit Limit, First Bill Explanation. So, overall the customers are not giveninformation on Short SMS Codes. On a totality basis an average score of 4 have been given to the attributes Politeness,Courteousness, Knowledge, and Presentability which is a top score.So, overall the scoreis good. Canonical Discriminant Function Coefficients: Overall the Discomfort is negative(-0.87). So, its a grave problem. Customers overallsatisfaction is reducing due to the calling and visiting at odd hours primarily.

Payment Methods is negative (-.08P) which shows adequate information regardingPayment methods is not extended by the Executives to the customers. Information is positive but quite low which shows that the Misc. Information such as the Bill plandetails etc. is also not adequately provided to the customers. 85 | P a g e Fishbone Analysis A Problem-Analysis Tool The above two analysis using the Bar graphs and SPSS is a practical analysis. But to basically knowthe lags in the Welcome Visits, we need to go into the intricacies of the various processes in theHuman Resources which are lagging because of which the customer satisfaction from the WelcomeVisits is low. What is a Fishbone diagram? Dr. Kaoru Ishikawa, a Japanese quality control statistician, invented the fishbone diagram in the1960s. Therefore, it may be referred to as the Ishikawa diagram. Ishikawa in the process became oneof the founding fathers of modern management. The fishbone diagram is an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to thoseeffects. Because of the function of the fishbone diagram, it may be referred to as a causeand-effectdiagram. The design of the diagram looks much like the skeleton of a fish. Therefore, it is oftenreferred to as the fishbone diagram. When should a fishbone diagram be used? Need to study a problem/issue to determine the root cause? Want to study all the possible reasons why a process is beginning to have difficulties, problems, or breakdowns? Want to study why a process is not performing properly or producing the desired results? How is a fishbone diagram constructed? Basic Steps: 1 . D r a w t h e f i s h b o n e d i a g r a m . . . . 2.Label each ""bone" of the "fish". The major categories typically utilized are: 86 | P a g e The 4 Ms: Methods, Machines, Materials, Manpower The 4 Ps: Place, Procedure, People, Policies The 4 Ss: Surroundings, Suppliers, Systems, SkillsThe four categories can be combined in any fashion, they are to help organize ones ideas.4.Using an idea-generating technique (e.g.,

brainstorming) to identify the factors within each category that may be affecting the problem/issue and/or effect being studied. The team shouldask... "What are the machine issues affecting/causing..."5.Repeating this procedure with each factor under the category to produce sub-factors.Continue asking, "Why is this happening?" and putting additional segments to each factor and subsequently under each sub-factor.6.Continue until you no longer get useful information as you ask, "Why is that happening?"7.Analyzing the results of the fishbone after team members agree that an adequate amount of detail has been provided under each major category. Items that appear in more than onecategory become the most likely causes.8.For those items identified as the "most likely causes", the team should reach consensus onlisting those items in priority order with the first item being the most probable" cause. 87 | P a g e Fh o e nl s- o C M Soe s i b n A a i L w S M crs ys 88 | P a g e No Structured Induction Training Program MateriMeasureme No Audit been conducted Findings from the Fish Bone Analysis Material: No Structured InductionTraining Programme for new joinees :- Induction TrainingProgramme is an important process for bringing staff into an organisation. It provides anintroduction to the working environment and the set-up of the employee within the 89 | P a g e MethodManpower No Induction for new joineesNo Refresher Training Since Last 6No structured Training ProgrammeExecutives Poor job knowledgeHigh attrition Lack Basic Skills Faulty Recruitment processPoor Executives Scenario organisation. The process covers the employer and employee rights and the terms andconditions of employment.An induction programme is part of an organisations knowledge management process andis intended to enable the new starter to become a useful, integrated member of the team,rather than being "thrown in at the deep end" without understanding how to do their job,or how their role fits in with the rest of the company.A good induction programmes can increase productivity and reduce short-term turnover of staff.Welcome Visits is such an important task of the company, and in order to make theWelcome Visit Executives comfortable with the job an induction programme is a mustfor them which currently is not there. Mt o s: eh d The following methods or processes relating to the Welcome Visits arefaulty and needs modification:

Faulty Recruitment Process:No proper recruitment process is currently followed.Following is the current Recruitment process:-There is no involvement of the Welcome Visit team in the recruitment process which isreally essential to select a right job fit candidate. No Refresher Training:Refresher Training is a short term course aimed at recalling andreinforcement of previously acquired knowledge and skills and also updating knowledgeaccording to the current scenario. 90 | P a g e Since the Welcome Visit Executives have a direct contact with the customers,there is a constant need for them to get updated with the latest plans and all connectionrelated information.No such refresher course has been conducted in the company from the past 6months. So, it is one of the important reasons behind the low CSMM scores. No Structured Training Programme:Training is the act of increasing the knowledgeand job skills of the employees. No proper Training Programme has taken place in thecompany in the last 6 months. Infact it is the most likely cause of Low CSMM Scores because of its recurrence in the Fish Bone Analysis under more than one head. Manpower: Poor Executives Scenario :Following is the information relating to their age on the job, work experience, educational background, etc. 91 | P a g e Age on Job 59%25%16%0-6 Months6-12 Months>12 months Work Experience 66%34%1st Job2nd & 3rd Job Executives do not have a prior Work Experience and therefore are not able to satisfy thecustomers well. 66% of the Executives are into their first job.Only 15% of the Executives are working with Airtel for a period more than one year. Itshows high attrition rate among the Executives. The reasons could be many ; low jobsatisfaction as they are off roll employees, less scope of growth, etc.55% of the Executives are Senior Secondary and thus are not exposed to the vagaries of the market and thus are not able to yield a high rate of customer satisfaction. Executives Poor Job Knowledge

:- The Job Knowledge of Executives is lacking ineach Zone. However if we check out the rating of the Knowledge attribute, Amritsar & Bathinda are extremely low with 30% customers rating them 1 & 2 scores and barely 60% and 65% customers respectively giving them high scores. So, poor jobknowledge is another reason for low CSMM Scores. Lack Basic Skills:The executives lack basic soft skills in some of the Zones. Measurement: No Audit been conducted:The general definition of an audit is an evaluation of a person, organization, system, process, project or product. So, audit is really importantto review and regulate the performance of any individual or process. However, thereis no system of Audit for the Welcome Visit Executives at Airtel. There is an urgentneed for the same because of the fact that customers are not fully satisfied with theWelcome Visits and so Executives who are not good at their performance should berealised of the fact so that they can improve their performance accordingly. 92 | P a g e EduactionalQualification 12%33%55%Post GraduatesGraduatesSenior Secondary

Recommendations New Recruitment Process :-Currently the interview is conducted just by the HR department, however it isrecommended that the Welcome Visit team should also be a part of the recruitment process because they are in a better position to recruit an Executive as they know the jobneeds of an Executive better.So, all this would help the organization to select a right job fit Welcome Visit Executive. 3 daysTraining Programme/ Induction Training programme:1 st Day : Job Knowledge should be given to the executives on the first day. A detailed explanationof the various bill plans, schemes, modes of payment etc. should be given to them.Airtel product-Help Book should be explained to them.The Airtel executives should fill the Job Knowledge Questionnaire towards the start andend of the program which would reflect the level of knowledge gained and it will alsogive an overview of the effectiveness of the program.It is explained further in detail. Note:- While imparting training to the executives on job knowledge following lackingareas of each zone should be kept in mind by the trainer so that the Welcome VisitCSMM scores improve:93 | P a g e

 Amritsar:- Welcome Visit Executives have less job knowledge as compared toother zones in terms of the results of the analysis. So they need to be given anExhaustive training session in the job knowledge. Chandigarh:- Chandigarh is highest scoring with good scores but stilldiscriminant analysis shows a scope for improvement. Bathinda:- Even Welcome Visit Executives of Bathinda have less job knowledgeas compared to other zones in terms of the results of the analysis. So they need to be given an Exhaustive training session in the job knowledge. Ludhiana:-Ludhiana has average scores and hence a fairly good amount of improvement is needed as regards information delivery to the customers isconcerned. Jalandhar:- Even Jalandhar just like Ludhiana has average scores and hence afairly good amount of improvement is needed as regards information delivery tothe customers is concerned.So, training programmes can be so moduled as to suit the specific needs of eachZone.A special point can be highlighted here that as regards payment methods are concerned,M- cheque is a payment mode which maximum of the customers across all the zones arenot aware of. So, this payment mode should specially be highlighted in all the training programmes. 2 nd Day : First Half - Soft skills Training should be given to the Executives to improve the behavior & outlook of executives, Communication, etc. They should be given tips onGrooming, Personal hygiene, Dressing, Body Language, Greeting the customer, etc,Business Etiquettes - Dos & Donts. Second Half - In the second half a Senior executive should take over the program whoshould enlighten the executives with his experiences of Welcome Visit and case studiescan also be taken up.Role Plays should also be conducted based on learnings from the field & case study. 94 | P a g e

Note:- While imparting training to the executives on soft skills following lacking areas of each zone should be kept in mind by the trainer so that the Welcome Visit CSMM scoresimprove: Amritsar:- Customers here are having a discomfort due to calling and visits atodd times along with the Verification which they carry out from neighbours, etc.So, this basic thing should be told to the Executive that they should not causediscomfort to the customer in any way. Amritsar Zone executives also need atraining in soft skills as it is a zone which is having low scores in politeness,courteousness and presentability. Chandigarh:- Discomfort due to the Executives calling or visiting at odd hours isnot an issue in this zone. Otherwise also its top scoring in the attributes such as politeness, courteousnessand presentability. Bathinda:- Customers are not as much discomfortable but they are to some extentmainly from two reasons only i.e. calling and visiting at odd hours. So, some sortof cautiousness should be recommended to such Executives. Even Bathinda zoneExecutives like that of the Amritsar Zone need a training in soft skills as theseare the zone which are having low scores in politeness, courteousness and presentability. Ludhiana:- Customers are not as much discomfortable but they are to someextent mainly from two reasons only i.e. calling and visiting at odd hours. So,some sort of cautiousness should be recommended to such Executives.Otherwise, its top scoring in the attributes such as politeness, courteousness and presentability. Jalandhar:- Customers are not as much discomfortable but they are to someextent mainly from two reasons only i.e. calling and visiting at odd hours. So,some sort of cautiousness should be recommended to such Executives. Jalandhar executives lack a bit of courtesy and politeness, so they need to be speciallytaught to be polite and courteous with customers. 3 rd Day: Field visits in the respective zones can be observed by a senior on the last day of theinduction training programme. Along with that their doubts can be clarified while onfield visits. 95 | P a g e

The training module should be conducted separately for all the zones or some zones can be combined due to the reason that there are separate Job knowledge, Information needs,and a different level of Soft skills which are reflected from the figures of the discriminantanalysis carried out and also by the frequencies shown by the Bar Graphs.Training can be conducted in the following ways: Amritsar and Bathinda are almost lacking similar attributes. So, a combinedtraining programme can be conducted for them. Ludhiana and Jalandhar are almost lacking similar attributes. So, a combinedtraining programme can be conducted for them. Chandigarh executives are the top scorers in each attribute and hence there can be a separate training programme for them which would help them excel.This training module can be used as an independent training module/ as an induction module aswell. If it is used as an Induction Module, then along with the Job k nowledge given on the firstday , the executive will also be given a brief about the Bharti Culture and Values. Conducting Refresher Training Programmes:Refresher training should beconducted at least once in 6 months to update the Executive with the changes taking place in say, bill plans, etc. A session to recall their already acquired knowledge shouldalso be a part of such refresher training. Job Knowledge Questionnaire:A Job Knowledge Questionnaire can be used as atool to assess the knowledge of the Executive in his job before taking the training programme and after he has took the Training Programme.A job knowledge Questionnaire basically consists of a set of Multiple choice questionswhich need to be answered by the Executive and would help the organization in manyways Firstly, the comparative scores of the Questionnaire would help the organization to knowwhether the training module was effective in providing the desired knowledge to the 96 | P a g e

Executive. If not improvisations in the module can be made.For instance:-If the score of the JKQ was 5/10 on an average before the training i.e. outof a set of 10 questions were asked, 5 on an average were correct and after the training programme the score has improved to say 8/10, we can say the training programmemodule was effective and if the scores are reduced, accordingly the module can bemodified. By having a look at the filled questionnaires, the trainer will know what kind of knowledge needs to be extended during the course of the training. Post training resultsalso helps us analyse the areas in which the knowledge needs to be enhanced. This will make the executives confident about their knowledge. JKQ as a basis of recognition:- The candidates with good JKQ results can be rewarded.This will give them a motivation to learn.So effectiveness of Trainings can be analyzed in a very inexpensive manner. Note:- A copy of the JKQ has been attached in the Annexure(Page No. 96,97) Conducting Field Audits :Field Audits can be conducted to evaluate the performance of the Welcome Visit Executives. For this a Field Audit form has beendevised which can be made filled by the supervisor of the customer from some of theselected customers he has visited. Its a kind of a check list which would enable thesupervisor to know about the performance of the Executive and accordingly he canmotivate him to work better. Note:- A copy of the Field Audit form has been attached in the Annexure(Page No. - 98). Rewards and Recognition :Since the Welcome Visit Executives are off rollemployees of the company, there is no policy as regards providing them with certainincentives.But some system of rewards should be there for such Executives. They are a cadreof low level employees who will be highly motivated with such an initiative of the HR department. A reward of whatsoever amount according to the company budget would bring a sense of recognition for the Executives. Scores of the Job knowledgeQuestionnaire can become the basis of the reward. Conduct of Training Programme :- The recommendation of the Trainingprogramme above was implemented in the company during the course of my SummerInternship Programme . Since, recession has hit the economy and each company ismoving towards cost cutting, so implementing a 3 day programme without the surety of success would have been a stake. So it was undertaken at a small level on anexperimental basis. 98 |

P a g e A one day training programme was conducted by the trainers of the BhartiLearning Systems. Bharti Learning Systems Limited, a wholly owned subsidiary of Bharti Enterprises, is a premier end-to-end learning and development solutionsorganization that specializes in the customer experience arena. It provides learningsolutions that impact business performance through enhanced employee productivity,customer profitability and effective talent transformation. Was the Training Programme a success ?? As mentioned above in the recommendations, before and after the Training Programme isconducted , a Job Knowledge Questionnaire (JKQ) needs to be filled from the Welcome Visitexecutive and so a JKQ was made filled by the participants of the Training Programme. TheTraining Programme was a success as the results of Job Knowledge Questionnaire showed. 99 | P a g e No of executives scoring 9 & above before training -2 (16.67% of the total respondents) No of executives scoring 9 & above Post training - 9 (75% of the total respondents) Learnings From the Summer Internship Programme The 14 weeks of Summer Internship has been a great learning experience for me. I got to meetmany people from different backgrounds while working in the company and also during thecourse of my study which was a great experience for me all together. I learnt a lot from the studywhich I undertook at Airtel. Besides the study, I have seen and experienced the various HR practices at AIRTEL. Trainings happening at Airtel have given me an insight into the Trainingsand Development practically happening in the telecom sector. I had an opportunity to practicallysee what all activities take place in the Human Resources Department. I have learnt about thevarious employee engagement activities like conducting Health camps, Events, celebrations of festivals, etc. which provides Joy to employees at the workplace itself. As an Intern in HumanResources I learnt that corporates today cannot sustain until and unless they have a strong baseof policies which allure employees. So, I got to know a lot about the Rewards and RecognitionPolicies, Deferred Bonus policies, Retention Policies etc. which Airtel is incorporated with. Thecreativity in Human Resources Department at Airtel is at its peak. So, as a trainee I got toenhance my creative skills as well.Indeed, I would say each day was a new learning experience for me which I would remember throughout my life. 100 | P a g e Thus an improvement of 21% References Following sites have been referred to: www.airtel.in www.bharti.com www.bhartiairtel.in

http://www.imrbint.com/divisions/csmm.html www.allbusiness.com www.workforce.com www.impactfactory.com http://workplaceculture.suite101.com/article.cfm/induction_training www.google.com www.easyaccess.com(Airtel - Intranet) Following books have been referred to: Human Resource Management ICMR Human Resource Management Ashwathappa The Management of Human Resources Robbins, Stephens Personnel Training Gvin, Robert M. 101 | P a g e Personnel Management Flippo Business Research Methods Cooper, Schindler Business Research Methods ICMR Airtel Welcome helpbook r u x e n A 102 | P a g e Dear Sir/ Maam,This is a survey being conducted by Airtel to know the effectiveness of the Welcome Visitswhich were made at your house after you took a new postpaid Airtel connection.Welcome visit, as you all might know is a visit paid by the Welcome Visit Executive of Airtelto the new postpaid customer of Airtel within 48 hours of activation of the connection. It is anactivity carried out by the Welcome Visit Executive for the following purposes: Address Verification and Credit Verification :- Here the Welcome visit executive verifiesyour documents. Bill Plan Details

:- He has to explain all the chargeable services in the customersmonthly bill like the Rate plan, Advance Rental, and Value Plus Services.The outgoing call charges, Recurring Charges , Non-Recurring Charges, Usage,Discounts& Adjustments, Service Tax, Late Fees, etc. are also to be told. Bill Cycle, due Date and LPC:Bill cycle is to be explained. Late Payment Chargesare also to be told. Short Code Education:Short codes (Codes sent to 121 as an SMS) , For e.g. OT for Outstanding Amount. MBILL for Mini Bill Statement. UNB for Unbilled Amount. 103 | P a g e Such Short Code Education is also required to be given by the Welcome VisitExecutive to the customer. Payment Options:Various Payment modes are also to be told.By filling this questionnaire, please give us a chance to know where such WelcomeVisit Executives are lacking so that we can improve and serve you better tomorrow. Customers SatisfactionMeasurement Questionnaire Personal Information: a) Customer Name: b) Age Group: 18-25 25-30 30-40 above 40 c) Sex: Male Female d) Occupation: 1.From how much time have you been using mobile services? _________________ 2.Is this the first time that you have used Airtel services? Yes No 104 | P a g e

3.Are you satisfied with your current connection? If not why? _____________________________________________________________ _________________ ______________________________________________________ 4.Were you satisfied with the address verification and credit verificationprocess carried out by our Welcome Visit Executive ? Yes No5.Do you feel any kind of discomfort due to any of the following? Calling at odd timesVisiting at odd hoursAsking of any uncomfortable questionsVerification from neighbours/servant, etc.6.Which of the following payment methods were told to you b y the WelcomeVisit Executive?Cash Cheque Credit card Drop box Mobile cheque ebilling7.Which of the following information was provided to you during the WelcomeVisit?Bill Plan Details Credit Limit First Bill Explanation Short SMS Codes 105 | P a g e 8.On a scale of 1-5 how would you rate the executive on the followingattributes?Polite ___ Courteous ___ Knowledgable ___ Presentable ___ 9.How would you rate the overall satisfaction with the Welcome Visit?Outstanding Very Good Good Average BelowAverage Thank You for your Response!!! Combinations used in SPSS For the question no. 5, 6 and 7 in the Questionnaire where answers could have been more thanone option, following are the numbers given to different combinations to make the application of SPSS possible:Q5 . Do you feel any kind of discomfort due to any of the following? 1 ) C a l l i n g a t o d d t i m e s 2 ) V i s i t i n g a t o d d h o u r s 3)Asking of any u n c o m f o r t a b l e q u e s t i o n s 4)Verification from neighbours/servant, etc. 106 | P a g e Here combinations used are as follows: 1,2 3Which means customers who have chosen the 1 and 2 option have been assigned No. 3for this question. No answer was there in any other combination for this respective question. Q6. Which of the following payment methods were told to you by the Executive? 1) Cash 2) Cheque 3)Credit card 4)Drop Box 5) Mobile Cheque 6) e-billing Here combinations used are as follows: 1,2 7 1,3 8

 1,2,3 9 1,2,4 10 1,3,4 11 1,3,6 12 1,4,5 13 1,5,6 14 1,2,3,4 15 1,2,3,6 17 1,2,4,6 18 1,3,4,6 19 1,3,5,6 20 1,2,3,4,5 21 1,2,3,4,6 22 1,2,3,5,6 23 1,2,4,5,6 24 1,3,4,5,6 25 1,2,3,4,5,6 26 1,4,5,6 27 107 | P a g e Q7. Which of the following information was provided to you during the Welcome Visit? 1)Bill Plan Details 2) Credit Limit 3) First Bill Explanation 4)Short SMS Codes Here combinations used are as follows: 3,4 5 1,2,4 6

 1,2,3,4 7 2,3,4 8 1,2,3 9 1,2,4 10 1,3,4 11 1,2 12 1,3 13 1,2 12 1,3 13 2,3 14 2,4 15 1,4 - 16 JOB KNOWLEDGE QUESTIONNAIRE Please tick mark the option which you find is the correct one. 1. Airtel is present in how many circles all over India? 108 | P a g e 22 circles 21circles24 circles 23 circles2.What is the name of the booklet which is given to the customer while welcoming him onthe airtel network?Welcome kit My Welcome Help book Airtel Welcome Help book Our welcome Help copy 3. On which day is the customer charged late fee? 1 6 t h d a y 2 1 s t d a y 18th day 19th day 4. What is the website for airtel? www.airtel.inwww.airtelbill.com www.airtel.cowww.airtelhelpbook.com 5. On which of the numbers is the customer required to call in order to activate Hellotunes?

55055 12345543211 54321 6. Which of the following numbers would the customer type on his mobile screen in order to receive his unbilled statement? *121*14# *121*16#*121*13# *121*12# 7. What is the name of the document which you are required to fill after you have metthe customer? 109 | P a g e S E F C I F CEF PEF 8. What is a new customers initial credit limit? 5 0 0 8 0 0 300 400 9. Which of the following sms is to be typed in order to register for m-cheque? M-chq to 121 M-ch to 121P a y a i r t e l t o 1 2 1 a i r t e l t o 5 4 3 2 1 9 10. Which of the following codes will you write in the CIF if the customer refuses to giveinformation?H L D S N R S N D I D D Thank You!! WELCOME VISIT AUDIT 1)Did the executive visit you at the given address? YES NO 110 | P a g e 2)Was the executive polite, courteous & presentable? YES NO3)Did the executive provide you with the "Airtel Helpbook? YES NO4) Did the executive provide you any information on credit limit?YES NO5)Did the executive answer questions and objections confidently and convincingly?YES NO6)Did the executive provide/make a note of the other queries that you had with regards to your connection?YES NO 111 | P a g e 112 | P a g e 113 |

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