1.0 Overview
GrameenPhone (GP) today is apparently
the largest mobile telecommunication industry in Bangladesh. It operates its
function with an aim to accomplish two principal targets. Firstly, as with
other commercial organizations, it operates in such a manner that it receives a
good economic return on the investment. Nonetheless, secondly, it contributes
significantly to the economic development of the country in making telecommunication
a popular medium for exchange of information.
GP, in its operation, has to address a
large number of customers throughout the country. It is therefore imperative to
get to the customers to know their impression on the services of this important
communication medium. This encouraged me to choose the topic of this internship
as “Online Customer Care Management and solving process at GrameenPhone Ltd.”
The introductory part of subject under
investigation contains the following:
Objectives
of the Study
Significance
of the Study
Sources
of the study
Reason
of choosing customer satisfaction of GP
Methodology
of the study
Limitations
of the Study
THE
ORGANIZATION GRAMEENPHONE LIMITED
2.1 Overview
GrameenPhone
Ltd. (GP) is the market leader in the mobile telecommunication industry of
Bangladesh. The address of its Head
Office is: GP HOUSE. Bashundhara, Baridhara Dhaka – 1229, Bangladesh. GP is a
joint venture between Bangladesh and Norway. Major shareholders were Telenor
(68%) and Grameen Telecom (32%). In 2008 it went public. Presently the
shareholder status of the company is Telenor (61.2%), Grameen Telecom (28.8%),
Institute (5%), and Public (5%). Telenor is the state owned telecommunication
company of Norway. It has operations in different countries of the world. On
the other hand, Grameen Telecom is the sister concern of Grameen Bank, one of
the biggest Non Government Organizations (NGO) of Bangladesh.
Principally GP
was established in 1995. But due to government policy, GP did not permission to
start their operation. The license agreement was signed on October 31, 1996.
They started the hard work of the developing the infrastructure facilities in
the country. GP did not take much time to start its operations. The commercial
launch was on March 26, 1997. Bangladesh is a developing country. Per capita
income here is very low. Very few people have access to telecommunication. In
this situation GP started their operation here. GP’s aim was to develop one GSM
cellular mobile communications network in Bangladesh in competition with two
other GSM operators and one AMPS (Advanced Mobile Phone System) operator. GP
aims to provide the best possible technical quality, customer service, and
coverage also in the rural areas at the most favorable prices, to as many
customers possible in Bangladesh.
GP has a
dynamic management composed of business people with a profile drive, prepared
to take calculative risk. The shareholders of the company are stable,
established companies with solid international reputation. They have already
made approximately $125 million investment to GP and will reinvest their profit
share to GP.
The
GrameenPhone network is designed with latest computer assisted design
technology. GP has reached its break-even point in the year 2000, in the fourth
year of its operation. The company made its first net profit of $ 3.7 million
during the year ending in December 2000.
GrameenPhone
is the leading Cellular Net Provider in Bangladesh. GrameenPhone started their
business approximately 11 years. Since then GrameenPhone has been operating in
the market for a long time. During this time GrameenPhone went for different
types of mergers as well as acquisitions. They gained success from the very
beginning of their operation and were capable enough to hold the success year
after year. GrameenPhone main competitors are AKTEL, BANGLA LINK, and CITYCELL
WARID TELECOM & TELETALK. One of the strongest sides of GrameenPhone is its
customer’s service and relationship.
GrameenPhone
was awarded license to operate as a mobile telecommunication service provider
in Bangladesh on 28th of November 1996. It officially launched its network on
26th of March 1997 and went into commercial operation on 15th of April.
2.2
History of GRAMEENPHONE Ltd.
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November 28, 1996: Grameenphone was offered a
cellular license in Bangladesh by the Ministry of Posts and Telecommunications.
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March 26, 1997: Grameenphone launched its
service on the Independence Day of Bangladesh.
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June 1998: GP started its services in the port
city of Chittagong, the second largest city in the country. Cell to cell
coverage in the Dhaka-Chittagong corridor also enabled GP to introduce its
service in a number of other districts along the way.
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September 1999: GP started its service in the
industrial city of Khulna. Once again, a number of other districts came under
coverage of GP because of the cell to cell coverage between Dhaka and Khulna.
Earlier in September 1999, it introduced the EASY pre-paid service in the local
market. It also introduced the Voice Mail Service (VMS) and the Short Message
Service (SMS) and other Value Added Services (VAS).
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June 2000: GrameenPhone started its services
in Sylhet, Barisal and Rajshahi, bringing all six divisional headquarters under
the coverage of its network. The service in Barisal region was started after
the microwave link between Khulna and Chittagong was completed.
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August 2003: After six years of operation,
GrameenPhone has more than one million subscribers.
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November 2005: GrameenPhone continues to being
the largest mobile phone operator of Bangladesh with more than 5 million
subscribers.
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November 16, 2006: After almost 10 years of
operation, GrameenPhone has over 10 million subscribers. GrameenPhone has built
one of the most extensive infrastructures of Bangladesh and is a major
contributor to the development of the national economy.
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December 31, 2007: GrameenPhone is one of the
largest private sector investments in the country with an accumulated
investment of USD $1.7 billion up to December 2007. GrameenPhone is also one
the largest taxpayers in the country, having contributed nearly BDT 5000 Crore
in direct and indirect taxes to the Government Exchequer over the years of
which is amount, BDT 1670 Crore was paid in 2005 alone.
GP was also
the first operator to introduce the pre-paid service in September 1999. In
addition to core voice services, GrameenPhone offers a number of value-added
services, in each case on both a contract and prepaid basis. It established the
first 24-hour Call Center, introduced value-added services such as VMS, SMS,
Fax & Data Transmission Services, International Roaming Service, WAP, SMS –
based Push-Pull Services, EDGE, personal ring back tone and many other products
and services.
GrameenPhone
nearly doubled its subscriber base during the initial years while the growth
was much faster during the later years. It ended the inaugural year with 18,000
customers, 30,000 by the end of 1998, 60,000 in 1999, 193,000 in 2000, 471,000
in 2001, 775,000 in 2002, 1.16 million in 2003, 2.4 million in 2004 and 5.5 million
in 2005 customers. Currently the customer base of GrameenPhone is over 20
million.
GrameenPhone
offers the widest coverage in Bangladesh. The population coverage has increased
from approximately 85% in 2005 to above 90% in 2006. Currently the population
coverage is 98% (Including voice call and Edge/GPRS). In addition; GrameenPhone
also offers GPRS in most of the country and
in urban areas.
From the very
beginning, GrameenPhone placed emphasis on providing good after-sales services.
In recent years, the focus has been to provide after-sales within a short
distance from where the customers live. There are now more than 400 GP Service
Center, 20 GPC Franchise, recharge retailers: 1,05,000+, total retailers:
18000+, distributors: 96, Single hotline which operates 24/7; the country
covering all 64 districts. In addition, there are 62 GP Customer Centers in all
the divisional cities and they remain open from 8am-7pm every day including all
holidays.
GrameenPhone
has generated direct and indirect employment for a large number of people over
the years. The company presently has more than 6,000 full-time, part-time and
contractual employees. Another 70,000 people are directly dependent on
GrameenPhone for their livelihood, working for the GP dealers, retailers,
scratch card outlets, suppliers, vendors, contractors and others.
In addition,
the Village Phone Program, also started in 1997, provides a good income-earning
opportunity to more than 200,000 mostly women Village Phone operators living in
rural areas. The Village Phone Program is a unique initiative to provide
universal access to telecommunications service in remote, rural areas.
Administered by Grameen Telecom Corporation, it enables rural people who
normally cannot afford to own a telephone to avail the service while providing
the Village Phone operators an opportunity to earn a living.
The Village
Phone initiative was given the “GSM in the Community” award at the Global GSM
Congress held in Cannes, France in February 2000. GrameenPhone was also adjudged
the Best Joint Venture Enterprise of the Year at the Bangladesh Business Awards
in 2002.
GrameenPhone
considers its employees to be one of its most important assets. GP has an
extensive employee benefit scheme in place including Gratuity, Provident Fund,
Group Insurance, Family Health Insurance, Transportation Facility, Day Care
Centre, Children’s Education Support, higher Education Support for employees,
In-House Medical Support and other initiatives.
2.3
Shareholder’s of GRAMEENPHONE Ltd.
The
shareholders of GrameenPhone contribute their unique, in-depth experience in
both telecommunications and development. The international shareholder brings
technological and business management expertise while the local shareholder
provides a presence throughout Bangladesh and a deep understanding of its
economy.
2.3.1 Telenor
Telenor AS is
the leading Telecommunications Company of Norway listed in the Oslo and NASDAQ
Stock Exchanges. It owns 61.2% shares of GrameenPhone Ltd. Telenor AS have
played a pioneering role in development of cellular communications. It has
substantial international operations in Mobile Telephony, Satellite Operations
and Pay Television Services. In addition to Norway and Bangladesh, Telenor AS
owns GSM companies in Denmark, Austria, Hungary, Russia, Ukraine, Montenegro,
Thailand, Malaysia and Pakistan.
2.3.2 Grameen
Telecom
Grameen
Telecom Corporation, which owns 28.8% of the shares of GrameenPhone Ltd., is a
non-profit company and works in close collaboration with Grameen Bank. The
internationally reputed bank for the poor has the most extensive rural banking
network and expertise in micro finance. Grameen Telecom, with the help of
Grameen Bank, administers the Village Phone Program, through which GrameenPhone
provides its services to the fast growing rural customers.
Grameen
Telecom’s objectives are to provide easy access to GSM cellular services in
rural Bangladesh, creating new opportunities for income generation through
self- employment by providing villagers with access to modern information and
communication based technologies
Figure
2.1: Shareholder’s of GRAMEENPHONE Ltd.
2.4
Company
Vision
We are here to helpThe key to
achieve this vision is a mindset where every one of us works together. Making
it easy to buy and use our services. Delivering on our promises. Being
respectful of differences. Inspiring people to find new ways. Get this right
and Telenor will be a driving force in modern communications and customer
satisfaction.
2.5.1 Mission:
·
Knowing customer Expectations
·
Knowing us
·
Organizing us
2.5.2 Values:
Make it Easy
We’re practical. We don’t over complicate things. Everything we produce should
be easy to understand and use. No waste. No jargon. Because we never forget
we’re trying to make customers’ lives easier.
Keep Promises
Everything we set out to do should work, or if you don’t get it, we’re here to
help. We’re about delivery, not over promising – actions not words.
Be Inspiring
We are creative. We strive to bring energy into the things we do. Everything we
produce should look good, modern and fresh. We are passionate about our
business and customers.
Be Respectful
We acknowledge and respect local cultures. We do not impose one formula
worldwide. We want to be a part of local communities wherever we operate. We
believe loyalty has to be earned
2.5.3 The
People
The people of
GrameenPhone are young, dedicated and energetic. All employees are well
educated at home or abroad, with an even distribution of males and females and
social groups in Bangladesh. They know in their hearts that Grameenphone is
more than phones. This sense of purpose gives them the dedication and the
drive, producing the biggest coverage and subscriber-base in the country.
GrameenPhone provides equal employment opportunities and recognizes the talents
and energy of its employees.
2.5.4 The
Services
GrameenPhone
believes in service that leads to good business development. Telephony helps
people work together, raising their productivity. This gain in productivity is
development, which in turn enables them to afford a telephone service,
generating good business. Thus development and business go together.
2.6 CORPORATE
CULTURE
2.6.1
Corporate Governce
In the
fast-paced world of telecommunications, vibrant and dynamic Corporate Governance
practices are an essential ingredient to success. GrameenPhone believes in the
continued improvement of Corporate Governance. This in turn has led the company
to commit considerable resources and implement internationally accepted
Corporate Standards in its day-to-day operations.
Being a public
limited company (PLC), the Board of Directors of GrameenPhone have a pivotal
role to play in meeting all stakeholders’ interests. The Board of Directors and
the Management Team of GrameenPhone are committed to maintaining effective
Corporate Governance through a culture of Accountability, Transparency,
Well-Understood Policies and Procedures. The Board of Directors and the
Management Team also persevere to maintain compliance of all laws of Bangladesh
and all internally documented regulations, policies and procedures.
GrameenPhone is a truly transparent company that operates at the highest levels
of integrity and accountability on a global standard.
2.6.2
Corporate Responsibilities
GrameenPhone
started its journey 14 years back with the believe that- “Good development is
Good business”. Since its inception, GrameenPhone has been driven to be
inspiring and leading by example, when it comes to being involved in the
community. GrameenPhone believe that, sustainable development can only be
achieved through long term economic growth. Therefore, as a leading corporate
house in Bangladesh GP intend to deliver the best to their customers, business
partners, stakeholders, employees and society at large by being a partner in development.
GrameenPhone
defines Corporate Social Responsibility as a complimentary combination of
ethical and responsible corporate behavior as well as a commitment towards
generating greater good in society as a whole by addressing the development
needs of the country.
To interact
effectively and responsibly with the society and to contribute to the
socio-economic development of Bangladesh, GrameenPhone has adopted a holistic
approach to Corporate Social Responsibility, i.e. Strategic & Tactical.
Through this approach GP aims to, on the one hand involve itself with the
larger section of the society and to address diverse segments of the
stakeholder demography and on the other remain focused in its social investment
to generate greater impact for the society.
GrameenPhone
focuses its Corporate Social Responsibility involvement in three main areas – Health,
Education and Empowerment. They aim to combine all their CSR initiatives under
these three core areas to enhance the economic and social growth of Bangladesh.
Helping and
caring for the community is an essential component of GrameenPhone’s Corporate
Social Responsibility; therefore they endeavor to make a positive contribution
to the underprivileged community of Bangladesh by helping in improvement of the
health perils in the country as much as possible.
Healthcare is
still inaccessible for many Bangladeshis. Almost half of the country’s
population live below the poverty line and cannot even afford basic healthcare.
Only 35% of the rural population use adequate sanitation facilities and 72%
have access to clean drinking water. Moreover the people of the flood-prone
areas suffer from many waterborne diseases.
The major
problem in this sector is the significant gap between healthcare knowledge and
practice and availability of the healthcare services. Therefore, all possible
sources, be it public or private, should mobilize their efforts to make
healthcare services available to the people who need it most, and thus help in
achieving the
is to engage in programs, especially in the rural areas, that will assist in
creating awareness about healthcare and healthcare services and help improve
the overall quality of life.
Keeping their
vision in mind – We are here to help; GrameenPhone aim to extend their
contribution to the development of the healthcare system and work to provide a
brighter and healthier future for the people of Bangladesh.
Education
Education is
the key to prosperity and good life. Every human being should have the opportunity
to make a better life for him or herself. One of the Millennium Development
Goals (
achieve universal primary education; unfortunately too many children in
Bangladesh today grow up without this opportunity, because they are denied
their basic right to even attend primary school. The country’s low literacy
rate of 41% (2004 UNESCO Report), may indicate that we are far away in pursuit
of sustainable development, but at the same time the gradual increase in the
adult literacy rate gives us the hope that our nation has the potential to
improve in this sector.
The
marginalized and disadvantaged groups in general – particularly the rural and
urban-poor of Bangladesh – have significantly less access to education than
other groups. Though initial enrollment in primary school is high, the
completion rate is notably low; approximately 65% (World Bank Report 2004) and
a smaller percent of that even complete secondary school. Bangladesh government
has provided lot of incentives, such as, free distribution of textbooks in
primary schools, secondary stipend program for 100% of the girls, Food for
Education project, to encourage and improve the educational sector of the
country, which has helped in improvement in the literacy rate. But still we
have a long way to go to make our country illiteracy free, thus GP look forward
to support this sector, which will eventually help to build a developed
country.
Providing
access to education, especially for children from disadvantaged backgrounds who
might not otherwise get the opportunity, is the main goal of GrameenPhone’s CSR
education initiatives. Many people in Bangladesh still lack the basic
technological knowledge and marketable skills, thus GP plan to focus further to
develop an educated and skilled workforce through creating opportunity in
capacity development; skilled workforce would in turn be able to create
and share knowledge and contribute to the economy of Bangladesh.
Empowerment
Lack of
empowerment and poverty is a chronic and complex problem for Bangladesh.
According to UNDP HDI Report 2006, which measures the average progress of a
country in human development, in terms of, life expectancy, adult literacy and
enrolment at the primary, secondary and tertiary level, Purchasing Power Parity
(PPP), etc., Bangladesh ranks 137th among 177 countries. Moreover, 50% of the
total population of Bangladesh lives below the poverty line, defined by less
than a dollar a day.
Some of the
major factors contributing to this situation are inequality in income
distribution, lack of access to resources, lack of access to information and
inadequate infrastructure. The rural people of Bangladesh especially are
deprived of these facilities, which is a major issue to break out from the
shackles of poverty prevailing in the country.
Empowerment is
a key constituent towards poverty reduction, and it is a key driver for
sustainable economic development. Empowerment is a process of enhancing the
capacity of individuals or groups to make choices and to transform those choices
into desired actions and outcomes, which in turn helps them to secure a better
life.
GP acknowledge
that development and poverty reduction depend on holistic economic prosperity;
therefore their aim is to increase development opportunities, enhance
development outcomes and contribute towards development of the quality of life
of the people through their CSR initiatives and innovative services. They would
like to facilitate empowerment opportunities to the vulnerable people of
Bangladesh, so that it enables them to better influence the course of their
lives and live a life of their own choice.
2.7 The
Technology
GrameenPhone’s
Global System for Mobile or GSM technology is the most widely accepted digital
system in the world, currently used by over a billion people in 172 countries.
GSM brings the most advanced developments in cellular technology at a
reasonable cost by spurring severe competition among manufacturers and driving
down the cost of equipment. Thus, consumers get the best for the least. GrameenPhone
is now the leading telecommunications service provider in the country with more
than 30 million subscribers as of December 2011.
Over the
years, Grameenphone has always been a pioneer in introducing new products and
services in the local market. GP was the first company to introduce GSM
technology in Bangladesh when it launched its services in March 1997. The
technological know-how and managerial expertise of Telenor AS has been
instrumental in setting up such an international standard mobile phone
operation in Bangladesh. Being one of the pioneers in developing the GSM
service in Europe, Telenor AS has also helped to transfer this knowledge to the
local employees over the years.
Figure
2.2: Network Coverage
DIVISIONS
AT GRAMEENPHONE LTD
3.1
Introduction
GrameenPhone
Ltd. has approximately 6000 employees working at different levels of
organizational hierarchy. There are 9 functional departments engaged in
managing these employees- with the aim to meet organizational objectives.
GrameenPhone follows a mix of centralized and decentralized decision making
process-where the top management mainly takes all the strategic decisions while
the functional managers have flexibility to take decisions by themselves on a
day to day basis. At GrameenPhone the Managing Director is assisted by 9 Senior
Executives who are heading different departments in the strategic decision
making process. The departmental names of GrameenPhone are given below:
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Customer Service Division
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Corporate Affairs Division
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Finance Division
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Human Resource Division
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Information Technology Division
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Internal Audit Division
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Internal Control Office Division
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Marketing Division
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Network Division
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Public Relation Division
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Sales Division
3.2 Customer Service Division
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INTERNAL |
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Customer |
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Arnfinn |
|
Contact |
|
Ferdous |
|
Resource |
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Yeasir |
|
Khan |
|
Complaint |
|
Gjermund |
|
(Acting) |
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Telesales |
|
Sakila |
|
People |
|
Ruhul Amin |
|
Business |
|
Controller |
|
Coordinator |
|
Zeenat Zahir |
|
ORGANOGRAM |
|
Head Of |
|
ad of |
|
Complaint |
|
Resource |
|
Management. |
Figure 3.1: Organogram
of Customer Service Division
Main Objective
The main
objective of the Customer Service division is to be the best in class customer
service in Asia to gain competitive advantage for GrameenPhone in the market
place.
Main
Responsibilities
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Position as the most reliable, friendly and
quality service provider in the industry to be perceived as the operator that
provides segment based services beyond expectations
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Manage business environment with superior
efficiency and operational excellence for profitable growth
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Establish Customer Service to gain sustainable
competitive advantage for GrameenPhone
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Foster a competent team in a culture with
empowerment and involvement
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Recruit the best, develop every employee and
retain the best
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Convert each customer contact to an
opportunity for retention and new sales with a focus on competitor’s profitable
customers.
Main Objective
Within the
direction from the CEO of GrameenPhone, the Head of Corporate Affairs shall
ensure that the Regulatory & Corporate Affairs function within the company
at all times is aligned with and supports the business objectives.
Develop, maintain and implement company strategies,
policies and procedures for the functional area which includes:
ü
Regulatory & Corporate Affairs
ü
External Relations
3.4 Finance
Division
Main Objective
Within the
direction from the CEO of GrameenPhone, the CFO shall ensure that the Finance
& Supply Chain Management function within Grameenphone at all times is aligned
with and supports the realization of GrameenPhone’s business objectives. The
CFO must prepare financial statements with reasonable assurance that statements
are not materially misstated at the consolidated group level and for local
statutory accounts.
Main
Responsibilities
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Develop, maintain and implement company
strategies, policies and procedures for the functional area, which includes:
P
Treasury P
Financial Reporting & Controlling P
Tax
P
Risk Management PSupply
Chain Management PInvestor
Relations
3.5 Human
Resources Division
Main Objective
Within the
direction from the CEO of GrameenPhone, the Head of HR shall ensure that the HR
function within GrameenPhone at all times is aligned with and supports the
realization of GrameenPhone’s business objectives. The Head of HR shall
optimize the human resources in GrameenPhone, through individual performance
management and organizational development, as well as nurturing a culture
supporting the realization of the vision and values. In order to achieve this,
leadership excellence is a key focus area for HR.
The units in
HR Division include:
§ HR
Operations;
§ Recruitment
& Selection;
§ HR
Development;
§ Health,
Safety & Environment
§ Expatriate
and Travel Support.
Main
Responsibilities
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Develop, maintain and implement company HR
strategies, policies and procedures in order to establish organizational
capabilities company-wide to meet current and emerging business needs, which
include:
ü
Leadership
ü
Employee Capabilities
ü
Organizational Design
ü
Collaboration
ü
Recruitment
ü
Compensation & Benefits
ü
Employee relations and Health, Safety &
Working Environment
3.6
Information Technology Division
Main Objective
Within the
direction from the CEO of GrameenPhone, the Head of IS/IT shall ensure that the
Information Security/Information Technology function within Grameenphone at all
times is aligned with and supports the realization of GrameenPhone’s business
objectives. The Head of IS/IT shall ensure the realization of the business
objectives through delivering services and information with sufficient quality.
Main
Responsibilities
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Develop, maintain and implement company
strategies, policies and procedures for the functional area, which includes:
ü
Strategy and Architecture
ü
IS/IT Governance
ü
IT Quality and Risk Management
ü
IT Sourcing (In compliance with Company
Procurement Policy)
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Monitor and control company-wide IS/IT
activities to create transparency and facilitate best practice within IT.
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Provide support and consulting to all
divisions in the company, in order to ensure coordination, business alignment
and adaptation of best-practices.
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Develop and maintain descriptions of
departments reporting to the Head of IS/IT, defining their responsibilities and
how work is organized between these departments.
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Ensure awareness of, and ability to comply
with, legal requirements applicable for the functional area and its governance
documents, including SOA-required internal controls and Codes of Conduct.
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Ensure necessary capabilities within the
function to ensure that the organization is able to meet its current and future
business objectives.
Main Objective
It helps an
organization accomplish its objectives by bringing a systematic, disciplined
approach to evaluate and improve the effectiveness of risk management, control,
and governance processes.”
Main
Responsibilities
The Department
is responsible for:
ü
Develop Risk Based Audit Plan
ü
Coordinate with External Auditors / others to
provide optimal audit coverage
ü
Implement approved audit plan
ü
Review and revise Audit Plan as required
ü
Follow-up and report on the implementation of
audit action plans.
ü
Report significant deficiencies in internal
control.
3.8 Internal Control Audit Division
Main Objective
COSO
Framework, a widely-used framework in the United States,
Internal
control is broadly defined as follows:
A process,
affected by an entity’s board of directors, management, and other personnel,
designed to provide reasonable assurance regarding the achievement of
objectives in the following categories:
Effectiveness and efficiency of operations
Reliability of financial reporting
The Department
is responsible for:
Control Environment:
Risk Assessment
Control Activities:
Information and Communication
Monitoring
3.9
Marketing Division
Main Objective
The main
objective of marketing department of GrameenPhone is to promote the brand name
of the company and increase brand awareness among the customers.
Main
Responsibilities
The Department
is responsible for:
ü
“New non-core” product portfolio.
ü
Acts as a
portfolio area for strategically important revenue earners (CIC, Health line,
cell bazaar etc.) P&L;
ü
To
support the core business for strengthening retention and social efforts in
core Telco
ü
To
generate ROI through creation of new asset base and revenue source.
ü
Development and management of non-core
products roadmap.
ü
Strategic analysis, development of strategic
alternatives, and evaluation & control of feedback
ü
Division-wide roadmap for strategic deliverables
ü
Monitor
and manage segment activities in terms of alignment
ü
Administration of KPIs; IVC
ü
Program
Office for Marketing Division
3.10
Network Division
The main
objective of Network department of GrameenPhone is to manage and control the
network of GrameenPhone throughout the country.
Main
Responsibilities
The Department is responsible for:
ü
Effort to maintain LOW CA
and OPEX per sub
ü
Maintain competitive qualities through whole
process of work
ü
Maintain
service KPI for Network quality and availability focusing customers perspective
ü
Maximum
Resource utilization by network optimization & efficient management
ü
Maintain
living values of organization in the activities
3.11
Public Relations Division
Main
Objective
The main
objectives of Public Relations department of GrameenPhone are to Promote and
protect GrameenPhone reputation as a compliant, transparent and socially
responsible company among both internal and external stakeholders.
Main
Responsibilities
The Department is responsible for:
ü
Project GP as a responsible and transparent
company to both internal and external stakeholders
ü
Assist in gaining business results through
effective media exposures of company events and initiatives.
3.12 Sales
Division
Main Objective
The main
objective of Sales department of GrameenPhone is to Deliver excellent Compliant
Sales Channel Management practice (Logistic, Distribution and Retail) to ensure
the Best Customer Experience for GP customers at maximum number of POS to
support the ‘2 out of 3’ objective.
The Department is responsible for:
ü
Execute Retail Channel strategy
o
Select best POS candidates for channels
o
Develop them according to strategy
ü
Support Retail Cannel partners
o
Regular visits and consultancy
o
‘Get Close to Stay close’
ü
Manage product ‘In-Flow and ‘Out-Flow’
o
POS Portfolio and stock optimization
ü
Control customer influencing activities
o
Best Customer Experience through specific BTL
and conscious selling
ü
Report field information
o
Monitor progress of GP
o
Observe competitors activities
o
Strengths
o
Weakness
GSM
FEATURS
4.1 Standard GSM features
Caller Identification, Call Barring, Call Holding,
Call Conference, and Call Forwarding in both pre paid and Post-paid packages.
These GSM feature can be activated or deactivated free of cost.
4.2 EDGE service
Grameen Phone is providing Edge services
under which a subscriber can use internet, multi media message services and
WAP. But for using EDGE, the hand set of the subscriber should be EDGE software
supportable. There are seven packages for EDGE. In package1 subscriber have to
pay .02 taka for per kilobytes browsing. In package2, subscriber will pay 850
taka per month and against that, s/he cal have unlimited browse. In Package
subscriber can enjoy unlimited browsing from 12 am to 8 am at a cost of 300 per
month. In package 4 subscribers can use 24 hour browsing at a cost of 60 taka.
In package 5 subscribers can use 5GB at a cost of 700taka with a validity of 30
days. In package 6 subscribers can use 1GB at a cost of 300taka with a validity
of 30 days. And in package 7 subscribers
can use 15 MB at a cost of 29 taka with a validity of 15 days.
4.3 Voice SMS
GP provide voice sms service in which a
subscriber can leave a voice message of 60 seconds. Last 10 voice sms is kept
in GP server. For hearing voice sms first time, there is no charge. But for
next each time one subscriber wants to hear, s/he needs to pay 1 taka.
4.4 Voice Mail Service (VMS)
This service works like an answering
machine. Anyone calling a GP subscriber who is out of reach at that moment can
leave a message, which the subscriber can retrieve later. The service comes
with most mobile products, free of monthly charges.
4.5 Fax / Data
Fax and data services are available in
post-paid packages for corporate clients. The service enables users to
send/receive fax and data through their handsets by connecting to a
PC/Laptop.
4.6 Call conferencing
By this feature, three to nine
subscribers can make call conferencing with each other. The charge will be
normal out going charge for all of them.
4.7 Welcome tune
Subscriber can set their favorites song
as their caller tune at a cost of 30 taka per month; Subscribers can set 99
songs at a time.
4.8 Missed call Alert
Subscriber can activated Missed call
Alert service in their SIM at a cost 10 taka per month, so that if the phone is
switch off then when it switch on then they get a alert sms who call them
during this period.
WORKING PROCEDURE
5.1 EDGE ACTIVATION USING CCAPS
5.1.1 EDGE Status
To check the
EDGE status
First click on EDGE tab then in the MSISDN box
give the desired number.
Press View Log to see the status.
Figure 5.1: EDGE Status
5.1.2 EDGE Activation
To activate EDGE [new
activation] in any number
Ø
First
click on EDGE tab then in the MSISDN box give the desired number.
Ø
Select
the desired “Package” from the package option.
Ø
From the
option select “Normal”
Ø
Press “Activate”.
Figure 5.2: EDGE Activation
5.1.3 EDGE Deactivation
To Deactivate EDGE in any number
Ø
First
click on EDGE tab then in the MSISDN box give the desired number.
Ø
Select
the desired “Package” from the package option.
Ø
From the
option select “Normal”
Ø
Press “Deactivate”.
Figure 5.3: EDGE Deactivation
Automatic
Device Management System (ADMS)
The ADMS system is designed to automatically collect subscriber and
device information from the network, to provide provisioning support in service
nodes and to configure devices for data services over-the-air. The system
provides for a Customer Care panel where information concerning particular
subscribers can be viewed and for manual subscriber management, e.g. pushing
settings, view status and configuration history.
Interface Overview
ü
The system facilitates a Customer Care Web GUI
screen where information of subscribers can be viewed.
ü
Customers can be found by means of MSISDN, IMSI
or IMEI/IMEISV.
ü
The layout of the screen can be customised by
defining profiles which are associated with defined users.
ü
The user can be assigned with different rights.
Step -1
Login with subscriber’s mobile
Number (8801711XXXXXX)
Figure
5.4: Login with subscriber’s mobile Number
Step -2
Please click DMS tab in 360 view
Figure 5.5:
DMS tab
Step -3
By clicking the handset
features, available features of that particular handset will be shown
Figure 5.6:
Handset Features
Step -4
Select the Service then press
Create Order
Figure 5.7:
Create order of service
Step -5
After send settings by pressing Create Order, below information will get
from Order Tab. If found the Status Complete then settings successfully send
and for unsuccessful it shows Fail.
Figure 5.8:
Completion of Status
After
Sales Process
Customer comes in GP collection points, with
his/her faulty modem
Respective person in the GP collection point,
will check the modem primarily
After primary checking ( warranty card and
modem) the person at GPC will receive the modem from the customer
Respective person at GPC will send the received
modems at vendors service center address
Vendor service center will fix up the problem
and send back the modem in GP collection point within 5 working days..
The customer will come on the delivery day to
collect the modem
5.3.1 After Sales Services
Figure 5.9: After Sales Services
5.3.2 GP Branded data card
5.3.3 Current Process of DOA
Figure 5.11: Current Process of DOA
Figure 5.12: Tasks at Collection Points
SWOT ANALYSIS
6.1 Strengths
Good Owner Structure – GrameenPhone has
the best owner structure in the telecommunication industry of Bangladesh. Telenor is one of the largest company, which
is operating in different countries around the world. Again, in Bangladesh,
Grameen Bank is one of the largest NGO, which has the better communication all over
the country. Gonofone is also network base telecommunication organization,
which has good reputation in USA. Marubini is called one of the Asian tiger
organizations for its expansion of Business.
Market Leader – GrameenPhone is the
first organization in Bangladesh, which have reached to the general people.
Though City Cell had started their operation beforehand, but they were unable
to reach the general people. So, the people are being used to with
GrameenPhone. This is a huge advantage of GrameenPhone.
Network Availability – GrameenPhone has
widest network coverage and a large number of BTS station (Tower) all over
Bangladesh. That’s why the company can provide better connectivity in most of
the area of the country.
Brand Name of Grameen Image – Grameen
Bank is well known all over the country because of its appreciable activities
in financial sector for poor people in Bangladesh. So, when the name Grameen
has been added with this telephone company, the organization gets a huge
exposure due to this Grameen image.
Financial Soundness – Because of
effective planning, GrameenPhone is able to earn a healthy amount of revenue,
which gives them financial soundness.
Skilled Human Resource – All the staff,
which are related to GrameenPhone are skilled and effective in their own job
responsibility. The reason behind this is the Human Resource department of
GrameenPhone follows ethical strategy to recruit new employees.
Effective Support Organization –
GrameenPhone have shared the idea from the employees of Bangladesh Railway and
Grameen Bank, who are experienced and was able to provide precious guideline
for the operation of GrameenPhone.
Access to the Widest Rural Network
through Grameen Bank – Through the help of Grameen Bank, this was easier to
GrameenPhone to reach the rural area of Bangladesh.
High Ethical Standard – To keep the
quality of service, GrameenPhone is strict to follow its ethical standard.
6.2 Weaknesses
Culture Gap: In GrameenPhone management,
employees from different country are existed. Suppose, The Managing director is
a Norwegian, Director from technical is Indian and many more employees come
from different country. That’s why; some times there may be lack of
understanding due to cultural gap.
Different Ideas create problem: In
Grameen Phone, this is highly encouraged to apply new strategy for the better
performance. Sometimes it creates problem because employees are used to with
the previous strategy.
Complicated Pricing Structure: GrameenPhone
has lots of products. The pricing of these products and their billing policies
are different which also difficult for a user to understand.
Incomplete Messages through Promotional
Activities – Most of the time the advertisement of GrameenPhone do no clear the
appropriate messages. Not only that, most of them are also so confusing to
understand. As a result subscribers get the wrong meaning of what has been said
to them.
Different Departments are not Working
Together – The interconnection of the department is little bit weak. The reason
behind this, there is no exchange program for employees to work between
departments.
6.3 Opportunities
Economic Growth of Bangladesh – The
economic growth of the country will increase the expansion of telecommunication
industry. From 1995 to 2006, there is a huge change in telecommunication
sector.
New and Better Interconnect Agreement –
GrameenPhone is going to have agreement with T&T to have better connection
from land phone. The organization has agreement with other operators like
AKTEL, City Cell or Bangla Link to have better internal connectivity.
Huge Demand for Telecom Services – The
market of telecommunication is expanding. So, this is easy for GrameenPhone to
achieve the major portion of expanded market because of its leading position.
Increased Intentional Activities in
Bangladesh – As international activities increased in the country, people need
the connectivity not only in the country, but also out side of the country. So,
the market for outside of the country is also expanding.
Declining Prices for Handsets – Few
years ago the people of low income could not effort mobile phone services due
to the high price of handsets. Now the price of handset has decreased and the
low income people want to get connected through mobile phone.
New International Gateway – As BTTB has
established new gateway to connect internationally, this is easy for mobile
phone companies to provide services of ISD call and international roaming.
Flexibility of Mobile Phone –
Communication through mobile phone is popular because the land phone connection
between inter city is costly. Mobile phones are also easier to carry and
because of its lower cost and portability, people are getting more dependent on
mobile phones than land phones. So there is a chance to achieve more
subscribers and more market share.
6.4 Threats
More Rigid Government Regulations –
Government is becoming restricted for taking away currency from the country.
So, Foreign Company are threatened because they may have risk to back their
investment to the country. The government also put restriction for the work
permit of foreign employee.
Upgraded Technology Used by Competitors
– New mobile phone operator like Bangla Link are establishing their channel
with latest technology. Whereas GrameenPhone using the stations which are five
years old. So, this is the disadvantages for GrameenPhone.
Political Instability – Political
instability is another threat because, with the change of Government, policies
are also changed. So, this is difficult for any multinational organization to
cope with new policies.
Devaluation of Taka – As the investments
occurs in foreign currency, that’s why the devaluation of Taka decrease profit
from financial point of view.
Risky Position of Valuable Resource – The
organizations have a large number of BTS stations which are spread all over the
country. Any one can make damage to these BTS station and this is also
difficult to arrange proper security for these stations.
Non-co-operation of Government for the
Revenue of BTTB – Government des not want to provide the better services from
BTTB to other operator due to remain competitive.
Conclusion
8.1 Analysis of the Results
It is already discussed that
GrameenPhone is the leading company in the mobile telecommunication industry in
Bangladesh. This has been possible because it has a created a superior image in
comparison to the other operators. In other words, GP has a clear advantage
over competitors.
From each
point of my survey I analyze the result
GrameenPhone
Subscribers get the service what they need and whenever they need from
grameenphone customer service, so grameenphone achieve customer satisfaction in
this area.
Subscribers
are satisfied about the activation of new service or product and also they are
highly satisfied about network coverage of grameenphone, so grameenphone need
to keep this satisfaction level of the customers.
Current
product and service cannot fulfill all the need and demand of the subscribers,
customer satisfaction of this area is moderate. Edge service is also not so
good, So Grameenphone need to improve their product and service to increase the
level of customer satisfaction.
Subscribers
are satisfied about the behavior and attitude of customer managers they behave
well and listen carefully the problem of subscribers and provide the right
information to the customers. So the customer is satisfied.
Customer
satisfaction level is moderate about the speed of the service and price of the
different package. So Grameenphone need to give concentrate in this issue to
increase customer satisfaction.
However, there is dissatisfaction among
the GP users with the service of the company. Many important factors are acting
as reasons behind this overall dissatisfaction. Quality of airtime and network
call rate is not satisfactory. Different package is not match with subscribers
preference. GrameenPhone connections are difficult to reach sometimes. It so
happens that the subscribers used to pay extra money to get the access. This is
especially true for prepaid service. It is encouraging that very recently
situation has improved to a certain extent bases on the findings in this
report.
The GP helpline is an important customer
care tool. But it is also in shortage of capacity. Subscribers need to spend
significant amount of time to reach the helpline. So they have to pay extra
money for that. Complains is not solve quickly. Behavior of the helpline CM is
also sometimes unmanageable. They are to handle continuous queries. So it may
so happen at times the CMs cannot keep up smiling voice and amenable behavior.
So GrameenPhone need to improve their product
and service continuously to satisfied their subscribers. Because in service
related organization Customer satisfaction is very important, and GP provide
service to their subscribers and they need to find out where and why
subscribers are dissatisfied and improve the situation to retain the
subscribers.
As my
discussion shows, GP is doing great in its business. Their market share is
significantly high. The mobile telecommunication industry is also growing at a
significant pace. But, if we assess the external environment, we find, the path
for Grameenphone is not that smooth. The service of GP is extensively dependent
on BTTB (Bangladesh Telephone & Telegraph Board). In many cases, GP did not
get full support of the government owned department.
Initially, GP
provided connections that were accessible to BTTB land phones. But at one point
of time, BTTB stopped to provide anymore support in this regard. At that time
GP had to innovate the ‘mobile to mobile’ concept to continue the business
growth.
So, it has the
scope to enhance and strengthen its market position. To do so, they need to put
more stress on their policies like efficiency, quality, innovation, and
customer responsiveness. If everything goes right, with least risk I can say,
GP is headed towards a bright future.
8.2 Possible
strategies to improve customer satisfaction
Analyze the market and find out what customers need
and want.
Communicate with the customer in easiest way so
that subscriber can understand all the product and service, and in this way
Grameenphone can increase customer satisfaction.
Offer various kind of package so that their
subscribers can match with their preference.
Create strong Brand image, so that subscribers will
be very much loyal.
Offer various services with their connection so
that subscribers can enjoy various services at their mobile.
Fulfill corporate social responsibilities to create
a good image in subscribers mind.
ABBREVIATION
ADMS Automatic Device Management System
AMPS
Advanced Mobile Phone System
EDGE
Enhanced Data rates for GSM Evolution
GSM Global
System for Mobile Communications
KPI Key Performance Indicator
MMS Multimedia Messaging Service
REFERENCES
1.
Details of ownership structure
http://www.grameenphone.com/about-us/corporate-information/ownership-structure
(Access
date & time: 05/01/2012 6.45pm)
2.
Details of corporate-governance
http://www.grameenphone.com/about-us/corporate-information/corporate-governance
(Access
date & time: 06/01/2012 7.45pm)
3.
Details of social-initiatives
http://www.grameenphone.com/about-us/corporate-information/social-initiatives
(Access
date & time: 05/01/2012 9.00pm)
4.
Details of Gp brand
http://www.grameenphone.com/about-us/corporate-information/our-brand
(Access
date & time: 08/01/2012 8.45pm)
5.
GSM Features
http://en.wikipedia.org/wiki/GSM-R
(Access
date & time: 15/01/2012 4.20pm)
6.
Details of mobile services
http://www.grameenphone.com/products-and-services/mobile-services
(Access
date & time: 05/01/2012 2.55pm)
7.
Details of customer service
http://www.grameenphone.com/customer-service/online-customer-service
(Access
date & time: 09/01/2012 1.45am)
8.
Details of customer service feedback
http://www.grameenphone.com/customer-service/feedback
(Access
date & time: 15/01/2012 4.20pm)
9.
Details of internet services and products
http://www.grameenphone.com/products-and-services/internet
(Access
date & time: 04/01/2012 11.00pm)
10.
Details of internet packages
http://www.grameenphone.com/business/internet/internet-packages
(Access
date & time: 15/01/2012 4.20pm)