Asian Journal

Asian Research Consortium of Research in

Business Economics
and
Asian Journal of Research in Business Economics and Management
Vol. 6, No. 3, March 2016, pp. 37-48. Management
ISSN 2249-7307 www.aijsh.com
A Journal Indexed in Indian Citation Index

CRM Practices at BSNL

Dr. U.Kanaka Rao*; Dr. P.Vijaya Laxmi**

*Associate Professor,
Swarna Bharathi Instate of Science & Technology.
**Associate Professor,
Swarna Bharathi Instate of Science & Technology.
DOI NUMBER-10.5958/2249-7307.2016.00019.0

Abstract
BSNL known as Department of Telecommunications had been a near-monopoly during the
socialist period of the Indian economy. During this period, BSNL was the only telecom service
provider in the country. In spite of owning extensive and robust network across India and having
leadership position in the telecom space till 2008, the present situation has become tough for state
owned operator BSNL. Now BSNL is struggling to maintain the tempo and its foothold in the
industry. Over a few past years the company‟s position is being deteriorated. BSNL‟s market share
in 16 out of 22 circles not by a significant margin due to poor performances over past two to three
years. In August 2010, more than 2 Lakh BSNL land line subscribers got their lines disconnected.
While a good many mobile subscribers are also shifting to other service providers because of many
reasons. In this connection, it is very important to study how the BSNL is implementing CRM
practices as customer retention strategies to get a hold the existing customer base.
________________________________________________________________________________

Introduction
Peter Drucker said, “The purpose of a business is to create customers and it is the importance of
keeping those customers and of growing the depth of their relationship with business. After all, as
research by Frederick Reichhold and Earl Sasser of the Harvard Business School shows, most
customers are only profitable in the second year that they do business with you. That‟s right,
initially, new customers cost money to spent on learning what they want and teaching them how
best to do business with company.

CRM is a term that gained widespread recognition in the late 1990s. Market analysts say
that billions of dollars will be spent on CRM solutions software and services designed to help
businesses more effectively manage customer relationships through all types of direct and indirect

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channels. Customer relationship management (CRM) can be the single strongest weapon to the
manager to ensure that customers become remain loyal.

Since the beginning of the new millennium, traditional marketing practices have not been
effective in yielding good returns. Companies have turned reluctant to spend huge advertising
expenditure and marketing research- the potent tool of getting deeper insights of customer has lost
its charisma. The four P‟s of marketing – product, price, place and promotion are not much useful
in developing marketing strategies. Due to enigmatic consumer behavior, it becomes inevitable for
the companies to develop new marketing strategies. Customer Relationship Management has
emerged as a new marketing strategy.

There is gradual shift in marketing practices from basic marketing to reactive marketing
and then to relationship marketing. In day of now, selling services was comparatively easy. Many
companies took their customers for granted and could practice Leaky Bucket approach of
marketing in expanding economics and rapidly growing markets. Owing to changing
demographics, fierce competition and over-capacity in many industries, most companies are up
against the problem of customer churn, that is, customer defection. It has become imperative for
every company to fight for its share in the flat or faded market. They also realized that customer is
the king or queen and retaining an existing customer is less expensive than creating a new customer
for their products and services.

Customer Relationship Management brings together all techniques and tools that are used
to enter into relation with customers and prospects, in order to retain them and offer them a product
or a service that is most suitable for their needs. In concrete terms, CRM is managed through
software in which companies provide the following customer's information: last name, first name,
telephone number, address, places where the client prefers to purchase, means of payment. This
information helps the company to better focus the client and to send him offers, to provide products
and services that meet his needs, by reducing costs.

Internally, the company has at its disposition a tool that sets out all the contacts. The use of
this contact database can be wide. To be in contact with the customer or prospect, a range of
techniques may be employed:

 Telephone is really convenient to get into the heart of the matter with the person and
directly get his attention, with an exchange. This tool enables the company to make up
their mind and act accordingly to the customer's needs and requirements. Having that said,
sometimes it can be difficult to break the telephone switchboard and office assistant
barriers to contact the right person.

 Email is a double-edged tool. First of all, company must ensure that it will have a valid
mailing address that deals with the right person. Then, the email must be neither too short
nor too long, and manage to get the attention of its recipient. Finally, this is a tool that
doesn't reply the response whether immediate or not. That said, without going into endless
descriptions, an email can contain a link, a video introducing the company, the product or
the service better than by phone.

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Vol. 6, No. 3, pp. 37-48.

 Direct contact, as well as phone, has the benefit of having the person standing in front of
customer and getting directly his attention, adjusting the speech in line with what the
customer or prospect says. In the case of an appointment, the advantage for the contact of
the company is that the client or the prospect is inclined to receive him and thus supply
and demand can be meet.

Organizational Profile of BSNL

Bharat Sanchar Nigam Limited (abbreviated BSNL) is an Indian state-owned telecommunications
company headquartered in New Delhi, India. It was incorporated on 15 th September 2000. It took
over the business of providing telecom services and network management from the erstwhile
Central Government Departments of Telecom Services (DTS) and Telecom Operations (DTO),
with effect from 1st October 2000 on going concern basis. It is the largest provider of fixed
telephony and fourth largest mobile telephony provider in India, and is also a provider of
broadband services. However, in recent years the company's revenue and market share plunged into
heavy losses due to intense competition in the Indian telecommunications sector.

Vision of BSNL
 Be the leading telecom service provider in India with global presence.

 Create a customer focused organization with an excellence in customer care, sales and
marketing.

 Leverage technology to provide affordable and innovative telecom services products

across customer segments.

Mission of BSNL
 Generating value for all stakeholders - employees, vendors and business associates.

 Maximizing return on existing assets with sustained focus on profitability.

 Becoming the most trusted, preferred and admired telecom brand.

 To explore international markets for global presence.

Objectives of BSNL
 To be the leading telecom services provider by achieving higher rate of growth so as to
become a profitable enterprise.

 To provide quality and reliable fixed telecom service to our customer and thereby increase
customers confidence.

 To provide customer friendly mobile telephone service of high quality and play a leading
role as GSM operator in its area of operation.

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Services provided by of BSNL

BSNL provides almost every telecom service in India. Following are the main telecom services
provided by BSNL:

 Managed Network Service : BSNL is providing complete Telecom Services Solution to the
Enterprise Customers i.e. MPLS Connectivity, Point to Point Leased Lines and Internet Leased
Lines

 Universal Telecom Services: Fixed wireline services and landline in local loop (WLL) using
CDMA Technology called bfone and Tarang respectively.

 Cellular Mobile Telephone Services: BSNL is major provider of cellular mobile telephone
services using GSM platform under the brand name Cellone & Excel (BSNL Mobile).

 WLL-CDMA Telephone Services: BSNL's WLL (Wireless in Local Loop) service is a service
giving both fixed line telephony and mobile telephony.

 Internet: BSNL provides Internet access services through dial-up connection as Sancharnet
through pre-paid net, Post-paid net and ADSL broadband as BSNL Broadband. Top 12 Dial-up
service providers, based on the subscriber base, It Also provides Online Games via its Games
on Demand (GOD).

 Intelligent Network (IN): BSNL offers value-added services, such as Free Phone Service
(FPH), India Telephone Card (Prepaid card), Account Card Calling (ACC), Virtual Private
Network (VPN), Tele-voting, Universal Access Number (UAN).

 3G: BSNL offers the '3G' or the'3rd Generation' services which includes facilities like video
calling, mobile broadband, live TV, 3G Video portal, streaming services like online full length
movies and video on demand etc.

 IPTV: BSNL also offers the 'Internet Protocol Television' facility which enables customers to
watch television through internet.

 FTTH: Fibre to the Home facility that offers a higher bandwidth for data transfer. This idea
was proposed on post-December 2009.

 Helpdesk: BSNL's Helpdesk (Helpdesk) provide help desk support to their customers for their
services.

Administrative Units
BSNL is divided into a number of administrative units termed as telecom circles, metro districts,
project circles and specialized units. It has 24 telecom circles, 2 metro districts, 6 project circles, 4
maintenance regions, 5 telecom factories, 3 training institutions and 4 specialized telecom units for
administrative governance.

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Vol. 6, No. 3, pp. 37-48.

Organizational Structure of BSNL at the National Level

Ministry of communication
MOC

Telecom
Chairman

CMD BSNL
CS &
GM (legal)

CVO

Director Director Director Director Director CGMs

(Finance) (Operations) (comm&MKT) (Planning (HRD) T.Circle/M.st
& NS)

Sr.DDG(PF) DDG(CS) Sr. DDG(BBD) Sr.DDG(Arch) Sr.DDG(EST) Andman &

Sr.DDG(FP) DDG(MS) DDG(CMTM) Sr.DDG(BW) Sr.DDG(IR) Nicobar
Sr.DDG(SPF) DDG(PG) DDG(CMTS) Sr.DDG(Elect) DDG(ADMN) Andhra
DDG(EF/TA) DDG(IT) DDG(COML) Sr.DDG(SP) DDG(RESTR) Pradesh
DDG(BBF) DDG(NM) DDG(MKTG) Sr.DDG(LTP) DDG(SR) Assam
DDF(T & C) DDG(MIS) DDG(REGU) DDG(SW) DDG(TRG) Bihar
DDG(CA) DDG(TS) DDG(WS&I) Chhatisgarh
DDG(IA) CGM ETR
DDG(ILD) DDG(TX)
Gujarrat
DDG(Broadband) CGM
DDG(TRF) CGM NTR DDG(NS) (ALTTC) Haryana
DDG(MM)
CGM(NATFM) CGM STR DDG(RN) CGM, brbraitt Himachal
CGM WTR DDG(TF) Sr.DDG pradesh
CGM (nces) DDG(CTF) (PERS) Jharkahnd
CGM (T & D) Jammu &
CGM (IT)
DGM(DNW) -CLO Kashmir
CGM (NETF) (SCT)
CGM ETP Karnataka
CGM NTP Kerala
CGM STP Madhya
CGM WTP Pradesh
CGM (QA) Maharashtra
CGM (TS) North East-I
CGM (TFs) North East-II
-Jabalpur Orissa
Punjab
-Kolkata Rajastan
-Mumbai Tamil Nadu
Uttar
Pradesh(W)
Uttar
Pradesh(E)
Uttaramchal
West Bengal
Chennai
Source: WWW.bsnl.in Kolkata

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Vol. 6, No. 3, pp. 37-48.

2.2.4 Organizational Structure of BSNL at the State Level

CGM, AP, Telecom

PGM, HD PGM, HD GMTD ADB GMTD MDK GM (F)

GMTD ATP GMTD NGD PCE (ELEC)
GM(P) GM (BD) CO GMTD CTR GMTD NL CE (CIVIL)
GM(S) GM (P) CO GMTD CDP GMTD NZP CHIEF
GM(N) GM (NC) CO ARCHT
GMTD EG GMTD PKM
DGM (VIG)
GM(W) GM (MKTG) GMTD GTR GMTD SKL
GM(C) CO
GMTD KAA GMTD VM
GM(F) GM (TT) CO
GMTD KHM GMTD VZM
GM CELLONE
(OP) GMTD KRI GMTD WL
GM CELLONE GMTD KNL GMTD WG
(MKTG)
GMTD MBN

ADB – ADILABAD MBM - MAHABUBNAGAR

ATP – ANANTHAPUR MDK - MEDAK
CTR – CHITTOOR NGD - NALGONDA
CDP – CUDDAPAH
NL - NELLORE
EG - EAST GODAVARI
NZB - NIZAMABAD
GTR – GUNTUR
PKM - PRAKASHAM
HD – HYDERBAD
SKL - SRIKAKULAM
KAA - KARIMNAGAR
V- VISHAKHAPATNAM
KMM - KHAMMAM VZM– VIZIANAGARAM
KRI – KRISHNA WL - WARANGAL

Abbreviations:

PGM – Principle General Manager

GMTD – General Manager Telecom District

GM – General Manager

Source: WWW.ap.bsnl.co.in

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Challenges
Presently there is an intense competition in Indian telecom sector and various telecoms are rolling
out attractive schemes and providing good customer services. But situation as on 2012, BSNL was
the third largest operator (Service). As per the TRAI Report 2011-12, BSNL became the most
trustworthy brand due to its loyalty towards customers and its rule.

Access Deficit Charges (ADC, a levy being paid by the private operators to BSNL for
providing service in non-lucrative areas, especially rural areas) has been slashed by 20% by TRAI,
w.e.f. 1st April 2009. The reduction in ADC may hit the profits of BSNL. BSNL has started 3G
services in 290 cities and acquired more than 600,000 customers. It has planned to roll out 3G
services in 760 cities across the country. BSNL's 3G data speed is much higher than other operator
and also it is competitively cheap.

Broadband services: The shift in demand from voice to data has revolutionized the very
nature of the network. BSNL is poised to cash on this opportunity and has planned for extensive
expansion of the Broadband services. The Broadband customer base of 3.56 million customers in
March 2009 is planned to be increased to 16.00 million by March 2014. On 13 th June 2012, BSNL
employees participated in nationwide strike against discriminatory policies of BSNL management
upon promise by management to resolve the demands of the protesting unions.

BSNL - MTNL Merger Plan

On 23rd February 2011, The Department of Telecommunications (DoT) said it wanted to review a
proposal for the merger of state-owned operators BSNL and MTNL. In its draft plan, the
department while showing concern over the deteriorating performance of BSNL and MTNL, stated
that these two should be merged as they have complimentary operations and can combine their
strengths for synergies. DoT said the government should set up a multi-stakeholder committee to
develop a restructuring plan for both firms. The committee should have members from public
enterprises, the DoT, department of IT and ministry of finance. However, the BSNL's staff unions
are opposing this merger tooth and nail realising that MTNL is in dire state and need help of its big
brother, BSNL, to alleviate itself from getting into red balance sheet. MTNL in spite of having its
operations in two big metro cities viz. New Delhi and Mumbai is realizing cascading fall in revenue
and profits for the past ten successive years. The telecommunication operators should focus on
enterprise business, services to government and the public sector, value-added services and
technologies like 3G, the department recommends.

3G Coverage
BSNL has the largest 3G network in India. Additionally, BSNL 3G services usually cover not only
the main towns but also the adjoining suburbs and rural areas as well. As of now BSNL has 3G
services in 826 cities across India. While it did not participate in the 3G auction, BSNL paid to the
Indian government Rs. 101.87 billion for 3G spectrum in all 20 circles it operates. State-owned
MTNL provides 3G services in the other 2 circles - Delhi and Mumbai. Both these state-owned
operators were given a head start by the government in the 3G space by allotting the required 3G
spectrum, on the condition that each will have to pay an amount which will be equivalent to the

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highest bid in the respective service areas as and when the 3G auctions take place. BSNL recently
launched a 3G wireless pocket router named Winknet Mf50 for Rs.5800. It was released in
collaboration with another telecom service provider shyam networks. Winknet Mf50 enables to
connect multiple devices to the internet using a single sim card.

Recognitions: The Brand Trust Report published by Trust Research Advisory ranked BSNL in the
65th position of the list of most trusted brands.

Competitors: BSNL competes with 14 other mobile operators throughout India. They are Aircel,
Airtel, Idea, Loop Mobile, MTNL, MTS, Reliance Communications, Tata DoCoMo, Uninor,
Videocon, Virgin Mobile and Vodafone.

Quality of Service: BSNL goes by the motto "Connecting India, faster" and displays the same at
their homepage. BSNL offers seamless coverage in almost all urban and rural areas of India.

Censorship: BSNL enforces censorship of online content as per orders of Indian Department of
Telecom.

Growth Plan: BSNL has continued its growth story ever since its formation and presently it is one
of the largest and leading public sector units in India, providing a bouquet of telecom services:
Wireline, GSM mobile, CDMA mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT,
VoIP, IN Services, etc. BSNL has customer base of 121.65 million as on 31st March, 2013 and
further plans to increase it to 189 million wireless customers by March, 2017.

Important Projects under Implementation

 BSNL is augmenting its GSM network by 15 million lines to meet its capacity requirement,
through phase VII GSM expansion project.

 Augmentation of broadband network by additional 3.2 million ports.

 Migration of wireline customers from legacy network to Next Generation Network (NGN).

 Augmentation of optical fibre network.

 Implementation of Enterprises Resource Planning (ERP) system country vide in BSNL.

 Executing DoT‟s work of building alternate communication infrastructure for defense.

 Executing BSNL‟s project of high speed Broadband connectivity to Panchayaties.

Social Commitment
BSNL is committed to provide quality telecom services at affordable price to the citizens of the
remotest part of the country. BSNL is making all effort to ensure that the main objectives of the
new telecom policy 1999 are achieved. Access to telecommunications is of utmost importance for
achievement of the country's social and economic goals. Availability of affordable and effective

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communications for the citizens is at the core of the vision and goal of the new telecom policy
1999. BSNL strive to provide a balance between the provision of universal service to all uncovered
areas, including the rural areas, and the provision of high-level services capable of meeting the
needs of the country's economy, encourages development of telecommunication facilities in remote,
hilly and tribal areas of the country. BSNL transform in a time bound manner, the
telecommunications sector to a greater competitive environment in both urban and rural areas
providing equal opportunities and level playing field for all players.

Profit and Loss of BSNL over the years

BSNL
YEAR Profit/Loss Accumulated Profit/Loss
(in Crores) (in Crores)
2004-05 10183 17421
2005-06 8940 23053
2006-07 7806 27938
2007-08 3009 28590
2008-09 575 29165
2009-10 -1823 27343
2010-11 -6384 20958
2011-12 -8851 12108
Source: BSNL Annual Reports

BSNL had been continuously recording a significant reduction in its profits since 2004-05,
where it had posted a total profit of Rs 10,183 Crore. In subsequent years, the company recorded
profits of Rs 8,940 Crore for the financial year 2005-06, Rs 7,806 Crore during the financial year
2006-07, Rs 3,009 Crore for the financial year 2007-08, and for the financial year 2009-2010 it was
recorded as Rs 575 Crore. BSNL recorded its first loss in the financial year 2009-10 posting a total
loss of 1,823 Crore, which massively increased to Rs 6,384 Crore during the financial year 2010-11
which shows 250% increase from the previous year loss. As a result, the accumulated profit has
also decreased from Rs 29,165 Crore in 2009 to Rs 12,108 Crore in 2012.

Even though BSNL had been a near monopoly during the socialist period of the Indian
economy. During this period, BSNL was the only telecom service provider in the country. The
corporation tasted competition for the first time after the liberalisation of indian economy in 1991,
which had given rise to tough competition from the private telecom service providers; as a result
BSNL is having the losses continuously as shown in the above table. This signifies how BSNL is
implementing CRM practicess to retain and improve the customer base

CRM Practices at BSNL

 Before 2012 BSNL used the software called Dot Soft to maintain relationship with its
customers. Now BSNL using the oracle platform based CRM to communicate the customer
anywhere, at any time. The company adopted centralized CRM to maintain standardized
quality of services at all call centers. The company went in for a oracle platform after
evaluating various factors like workflow automation, knowledge sharing, and interface with
the billing system.

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 Several steps have been taken by the BSNL to augment the quality of customer care to
international standards. These include : Access round the clock help at following toll free
numbers, a) Dataone Broadband „1600-424-1600‟, b) STN call center „1500‟ (in selected
states) c) Sancharnet Help Desk „1957‟ d) Cell one All India Help „9400024365‟.

 The company will send the messages to all its customers through BA-11111 about its offers
and remainders.

 From August, 2004 onwards all customer service centers are kept open on all seven days from
8.00 am to 8.00 pm without any break for all activities.

 With a view to simplify and offer customer friendly services, more than one connection can be
applied for on a single application form.

 Majority of the local network is built up on jelly filled and OFC. Internal distributed points
being provided in the customer premises to eliminate the faults arising out of overhead wires.

 Establishing call centers across the Nation to Management and Surveillance System (NMSS) to
ensure uninterrupted and efficient flow of telecom traffic.

 Application form for new telephone connection made free of charge. Procedure for restoration
of telephones disconnected due to non-payment simplified and powers delegated to secondary
switching area heads.

 Payment of telephone bills being received on Saturday and Sunday through cheques in
CTO/DTO. More than one PCO permitted at the same premises.

 Various application forms and procedures being simplified for new telephone connections,
shifting and third party transfer.

 Giving discount on the amount paid for Re-connection, disconnected due to unpaid bill.

 Allocating fancy numbers on the request of customers and introducing new schemes and plans.

Suggestions to BSNL to retain and improve the Customer Base

 Having a genuine smile for every customer.

 Be warm and friendly to all customers.

 Listen carefully and make it obvious that there are listening.

 Given an impression that they care the customer.

 Responding quickly to the problems.

 Occasionally doing something to pleasantly surprise the customers.

 Always keeping up the promises.

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 Treating the customer the way they want to be treated, not the way we want to be treated.

 Making some surprise calls to inquire about the services we offer.

 Conducting surveys, interviews to understand what our customer wants.

 Achieving high standards in service and keeping them changing to further higher levels.

 Keeping the office premises neat, clean and green.

 Appreciating the complaining customer who can be their best allies in improving the business.

 Taking personal responsibility and avoid blaming others.

 Taking pride in discharging the duty.

 Seeing the world, from our customer‟s point of view.

 Develop positive attitude.

 Listening to the problems and complaints of the customers with empathy.

 Taking immediate action for the lapses to increase the customer faith.

Conclusion
Customer Relationship Management aims at narrowing the gap between company and its customers. In
telecom sector, CRM plays a vital role in not only bringing the customers close to the company, but also
in identifying the changing behavioral pattern of the customers. In technology-dynamic markets like
telecom, an efficient CRM system is essential, since the customer attrition is high due to the presence of
close substitutes and near-zero switching costs. It is very necessary to focus on the CRM practices
commonly followed in the telecom sector and their applicability to several aspects of the service
delivery process. The Indian telecom sector witnessed heavy competitive pressures after regulation.
Several key developments took shape in the early 2010. The telecom players are expected to grapple
with complex issues of new technologies, and value added services through continuous
innovation. Though many service industries are affected by the churn phenomenon, the problem is
extremely acute in the telecom industry with customers joining and quitting in short periods.

References
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Amulya.M. Anand D. (2001), “Market Competence of BSNL in Present Dynamic Telecom

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Anil Sarin, (2007), “Contemporary Issues in Services Marketing”, Indian Journal of Marketing,
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 Rao & Laxmi (2016). Asian Journal of Research in Business Economics and Management,
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Rudhira Misra, (2004), “Integrated Customer Relationship Management”, Marketing Master

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