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Service Delivery and Assurance

• Service Delivery (SD) involves commissioning of projects
• Service Assurance (SA) involves fault detection and repair
• Monitoring and tracking fault resolution status for all enterprise customers (platinum, gold, silver) through IT systems and tools
• Liaising with DGM/AGM (Enterprise-SD/SA) in other circles, especially for platinum customers
• Escalating critical delays in SD and SA for all enterprise customers to relevant levels
• Providing recommendations to Head Office based on local environment

Enterprise Business Unit Structure

• The Enterprise Business Unit at the circle level is structured as follows:
  • Customer Relations Team is established for both Platinum and Gold teams within the circle office
  • The Platinum Customer Relations Team consists of DGM, Customer Relations located in the Circle office
  • The DGM is assisted by two teams - incoming and outgoing team
  • The Platinum Customer Relations outgoing team is responsible for receiving all SD/SA requests from the sales team that require coordination with other circles (outside the home circle)

Marketing Strategy

• Marketing strategy is a process that allows an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage
• The marketing strategy involves:
  • Planning
  • Designing
  • Managing
  • Integrating
  • Optimizing
  • Converting
• Enterprise Business in BSNL requires personalized selling efforts, as every EB client is unique and has varying telecom requirements

Enterprise Marketing

• Enterprise marketing is a broader, personalized marketing strategy that captures more clients of higher revenue for a business
• It involves executing a multi-faceted marketing strategy, utilizing product developers, IT managers, and more
• Enterprise marketing is different from a typical marketing strategy in that it is bigger, broader, and more personalized

Business Etiquette, Corporate Grooming, and Presentations

• The responsibilities of a KAM and NAM include training themselves in proper business etiquette and grooming themselves for an effective personal appearance and behavior
• Good social and business etiquette involves:
  • Thoughtfulness
  • Respect
  • Graciousness
  • Equal treatment
• The three components of business etiquette are:
  • Appearance
  • Actions
  • Words
• The essential forms of address include:
  • Respecting age, rank, and hierarchy
  • Using courtesy titles (Mr, Ms, Mrs, Dr) while introducing others
  • Never using courtesy titles when introducing oneself

Sales Process and Sales Review

• A sales retrospective involves discussing what went well and what went poorly during the last year
• Discussing what went well includes:
  • Sharing, analyzing, and archiving sales successes
  • Establishing a precedent for future actions
  • Cultivating a more trusting and supportive sales team
• Discussing what went poorly includes:
  • Identifying specific areas for improvement
  • Chronicling mistakes and learning from them
• The sales review process involves:
  • Identifying successes and areas for improvement
  • Documenting lessons learned
  • Establishing a plan for future action

Service Delivery and Service Level Agreements

• A Service Level Agreement (SLA) is a contract between a service provider and a client that guarantees delivery of some service
• Features and components of SLA include:
  • Service Level Objectives (SLOs) - goals that need to be met for the service
  • Service Level Guarantees (SLGs) - promises to meet the SLOs
  • Quality of Service (QoS) - the desired level of service
• Enterprise Service Delivery involves:
  • Providing a set of service level guarantees to meet the SLOs
  • Establishing a set of service level objectives to specify the QoS

Enterprise Business Management

• Target-setting for Circle by liaisoning with Head of Business Planning at Circle
• End-to-end customer relationship management for existing gold & silver customers across industry verticals in that circle
• Account allocation and planning, Pre-sales and project planning, Products and solutions development by matching clients needs with BSNL products
• Building new relationships across industry verticals to grow enterprise business from gold & silver customers in that circle
• Guidance to sales team in the city on managing and growing enterprise business

Business Etiquette and Corporate Grooming

• Essential attributes of good social and business etiquette: thoughtfulness, respect, graciousness, equal treatment
• Three components of business etiquette: appearance, actions, words
• Essential forms of address: respect age, rank, and hierarchy, use courtesy titles, never use courtesy titles when introducing yourself
• Importance of proper dressing: dress appropriately for the occasion and audience, avoid wearing casuals for business
• Quality of fabrics and accessories: never compromise on quality, choose inspired accessories that reflect your personality

Sales Process and Sales Review

• Analyze successes and failures to identify areas for improvement
• Ask prompting questions to generate valuable insights: what went well, what went poorly, what industry were biggest wins and losses, etc.
• Consolidate answers to identify areas in most need of improvement
• Invest time and energy into improving identified areas

Service Delivery and SLA

• SLA rebates: 5% premium charges for SLA, 10% premium charges for SLA on working days, 15% premium charges for SLA on non-working days
• SLA rebates for latency, packet loss, and jitter: credit equal to 5 times the period for continuous failure to meet SLA parameters

Categories of Benefits

• Reliability: A product/plan that promises and delivers reliability is more likely to be successful in the market.
• Easy Manageability: A solution that is convenient for the prospect or easy to use will appeal more to the prospects.
• Cost Effectiveness: A cost-effective solution gives value for money to the prospect.
• Adaptability: An adaptable solution can easily adapt itself to any environment or situation.
• Time Saving & Independence: Many prospects would like to work in flexible time and avoid being dictated by someone else, being their own boss.

The Buying Cycle (Reed-Cycle)

• Recognize the Need: An individual feels the need to buy a product/service.
• Evaluate the Options: They evaluate various offers in the market and short-list the one that meets their needs most closely.
• Eliminate Doubts: They get clarification on concerns regarding the product/service.
• Decide to Buy: They decide to purchase the product/service.

The Selling Cycle (ODPEC-Cycle)

• Opening: The company representative attends to the customer for the first time.
• Developing the Sale: The representative determines whether the customer has recognized the need.
• Proposing a Solution: The customer has various options to satisfy a need, and the representative identifies what actions led to the given result.

Sales Process and Sales Review

• Keep a list of successes and failures for later reference.
• Identify the root cause of any given success or failure.
• Discuss what went well and what went poorly to generate valuable information.
• Ask prompting questions to mine the team for insight.
• Consolidate everyone's answers and organize them hierarchically.
• Identify areas that need improvement.

Service Level Agreement (SLA)

• An individual SLA is an agreement between a specific client and provider.
• SLAs may be classified as internal or external.
• An external SLA requires a formal contract.
• An SLA has two major parts: a technical section defining service expectation and a contractual or legal section.
• Service expectation addresses availability, performance, accuracy, security, and affordability.
• Measurement: Avoid specific measurements that are difficult to interpret, and keep in mind that what is appropriate for one type of service isn't acceptable for another.
• Data collection: Specify the details of data collection, including who will collect the data, how it will be collected, and how it will be analyzed and reported.

Sales Funnel and Account Management

• Sales funnel concept is used to handle Enterprise business, describing the pattern of converting prospects into sales, pre-enquiry, and then through the sales cycle.
• The sales funnel has a funneling effect, with prospects fed into the top and converted sales dropping out at the bottom.
• The extent of conversion success reflects the quality of prospects and sales skill at each conversion stage.

Sales Activity Report and Sales Funnel Generation

• Each KAM should prepare their own sales activity report after every customer interaction, using a defined template.
• KAMs should prepare sales funnel reports on a pre-defined day every week, categorizing leads into five stages: registering, proposal submission, price negotiation, orders booked, and deal lost.
• Every week, the progress of each lead should be monitored and registered in the sales funnel by KAM, with knowledge of GM/DGM (Enterprise).

Roles and Responsibilities of Key Account Managers and National Account Managers

• Key Account Managers (KAMs) and National Account Managers (NAMs) are introduced to provide focused attention to corporate customers.
• Account managers are pivotal to BSNL's long-term success, and their perception by Enterprise Customers is crucial.
• Account managers have a dual focus: building new relationships and maintaining existing relationships.
• They have to balance customer requirements with company needs to ensure long-term relations.

Characteristics of Successful Account Managers

• A successful account manager has deep personal relations with clients outside of office.
• They have a monopolistic relation with customers and are responsible for interactions on all things pertaining to a product or service.
• Eventually, customers buy products and services based on the consulting basis of their account managers.

Roles of Account Managers

• The role of an account manager goes through five phases: understanding personal/professional aspirations, defining expectations, and more.
• Customers' expectations from initial meetings with NAM/KAM include understanding their needs and expectations.

BSNL Organizational Structure

• The role of EB wing is to identify the specific needs of Enterprise customers, which can be a mix of Voice, Data, and Managed Services solutions.
• The EB wing is supported by other related units for execution of Enterprise projects.

Enterprise Business Marketing and Strategy

• Marketing strategy involves understanding customer needs and classifying them accordingly.
• The goal is to increase revenue through effective marketing strategies.

The Essentials of Communication Courtesies

• Before a client meeting, find out about the participants.
• Under promise and over deliver.
• Seek permission from neighbors before using a speaker phone, and lower your volume when speaking on a cell phone.
• Don't interrupt or finish the other person's sentence, and return phone calls and reply to e-mails within 24 hours.

Corporate Grooming and Presentations

• You should have no other but your organization's dress code.
• If your organization does not have a formal grooming policy, create your personal guidelines by observing and analyzing how your supervisors and clients dress.
• Remember that the company's culture is reflected by the dress code, and every employee must consider three things: who will you meet?, what you will do?, and what everyone else will be wearing.

Service Delivery and SLA

• Creating an SLA involves selecting the appropriate people to consider business, technical, and legal perspectives.
• The usual rules for contract negotiations apply, and the goal is to produce a viable contract.
• In complex settings, it may be appropriate to approach the problem from a life-cycle perspective, defining needs, measuring, and evaluating services.

Corporate Office Structure & Job Objectives

• The Director (Enterprise) reviews the sales funnel every Tuesday
• The DGM (Enterprise) tracks leads of KAMs and investigates reasons for non-progress
• The DGM (Enterprise) may accompany KAMs to expedite leads
• The GM (Business Planning) articulates business aspirations, strategies, and financial plans for the Enterprise business unit
• The DGM (Carrier Wholesale) generates Carrier Wholesale revenues for the Enterprise business unit
• The GM (Enterprise Business – I) achieves profitable growth of enterprise business by creating sales policies and strategies for platinum customers
• The GM (Enterprise Business – II) achieves profitable growth of enterprise business by creating sales policies and strategies for gold and silver customers
• The GM (Enterprise Business – II) undertakes customer discovery initiatives for existing and potential customers

Job Objectives (continued)

• The GM (Enterprise Business – II) ensures prioritized service for all enterprise customers by liaising with the Head of Network for Consumer Fixed Access and Head of Network for Consumer Mobility
• The GM (Enterprise Business – II) interacts with the Head Office and Region Offices for smooth day-to-day operations
• The GM (Enterprise Business – II) monitors performance against business plans at the Circle level and takes corrective action as needed

DGM (Channel Partners)

• The DGM (Channel Partners) generates business from silver enterprise customers across industry verticals through channel partners
• The DGM (Channel Partners) sets financial targets, customer/market targets, and operational targets
• The DGM (Channel Partners) develops a comprehensive action agenda for enterprise business, focusing on creating tie-ups with channel partners, account allocation, and planning
• The DGM (Channel Partners) interacts with the Head Office and Region Offices for smooth day-to-day operations
• The DGM (Channel Partners) monitors performance against business plans at the Circle level and takes corrective action as needed

DGM (SD/SA – Enterprise)

• The DGM (SD/SA – Enterprise) interfaces with all enterprise customers, following up with network teams to ensure high-quality service
• The DGM (SD/SA – Enterprise) liaises with Heads of Network for CFAs and Heads of Network for CM at Circle

Sales Process and Sales Review

• The sales process involves understanding customer needs, presenting solutions, eliminating doubts, and closing the deal
• The sales process also involves post-sales follow-up to manage customer feelings and gather feedback
• Information gathered is maintained in prescribed templates (Pre-Meeting and Post-Meeting Templates)

Service Delivery & SLA

• A service level agreement (SLA) outlines the service provider's commitment to service quality and availability
• An SLA typically includes service level objectives, service quality, and service availability
• The goal of an SLA is to produce a viable contract that meets the customer's needs
• SLA rebates are offered for non-compliance with SLA parameters (e.g., latency, packet loss, jitter)

Premium Charges and SLA Rebates

• Premium charges apply for priority services (e.g., 5% of total billed amount for Priority 1, 10% for Priority 2, 15% for Priority 3)
• SLA rebates are offered for non-compliance with SLA parameters (e.g., 1% rebate for every 10 hours in excess of 88 hours in a quarter)

Enterprise Business in BSNL

• Aim of a business is to make profit, which can be achieved by selling high volume at low margin or low volume at high margin.
• BSNL has three business verticals: Consumer Mobility (CM), Consumer Fixed Access (CFA) focused on retail market, and Enterprise Business (EB) focused on generating high volume business by developing enterprise clients.

Indian Telecom Sector

• India is the world's second-largest telecommunications market, with a growing economy contributing substantially to India's GDP.
• The sector has registered strong growth in the past decade and a half, driven by liberal and reformist policies of the Government of India.
• The government has enabled easy market access to telecom equipment and a fair and proactive regulatory framework, ensuring availability of telecom services to consumers at affordable prices.

Market Size and Growth

• The Indian telecommunication services market is expected to grow by 10.3% year-on-year to reach US$ 103.9 billion by 2020.
• Total mobile services market revenue in India is expected to touch US$ 37 billion in 2017, driven by strong adoption of data consumption on handheld devices.
• Smartphone subscription in India is expected to increase four-fold to 810 million users by 2021, while the total smartphone traffic is expected to grow 15-fold to 4.5 exabytes (EB) per month by 2021.

Aspirations of BSNL from Enterprise Business

• BSNL aims to grow in the industrial and IT sectors in India, creating new business opportunities in the telecom sector.
• Enterprise customers are business customers with an annual turnover of greater than Rs. 100 Crores.
• The enterprise market is expected to grow from Rs. 35,000 cr today to Rs. 60,000 cr in 5 years.
• BSNL offers a wide range of products for the enterprise market, classified as voice, data, and managed services.
• Enterprise customers have moved from products to solutions, and BSNL needs to move from product-based selling to solutions-based selling.

Structure of Enterprise Business Unit

• The Enterprise Business Unit has been designed to house sales models for three customer segments: Platinum, Gold, and Silver.
• Platinum customers are large corporate entities with an indicative turnover greater than Rs. 500 cr p.a.
• Gold customers are medium-sized corporate entities with an indicative turnover of Rs. 50-500 cr p.a.
• Silver customers are all corporate customers that are not part of Platinum or Gold accounts.

Corporate Office Structure and Job Objectives

• GM (Business Planning) – Ent: articulation of overall business aspiration, strategy, and business and financial plans for Enterprise business unit.
• DGM (Carrier Wholesale) – Ent: generation of Carrier Wholesale revenues for Enterprise business unit on BSNL's National Long Distance (NLD) network and International Long Distance (ILD) network.
• GM (Enterprise Business – I) – Ent: achieving profitable and sustainable growth of enterprise business by creating sales policy and strategy for Platinum enterprise customers.
• GM (Enterprise Business – II) – Ent: achieving profitable and sustainable growth of enterprise business by creating sales policy and strategy for Gold and Silver enterprise customers.### Enterprise Business Unit at Circle Level
• Structured to manage enterprise business for platinum, gold, and silver customers
• Consists of Customer Relations Team, Sales Team, and Channel Partners

Roles and Responsibilities

• DGM (Enterprise Business):
  • Target-setting for Circle
  • End-to-end customer relationship management for existing gold and silver customers
  • Account allocation and planning, pre-sales and project planning, product development
  • Building new relationships to grow enterprise business
  • Guidance to sales team on managing and growing enterprise business
• DGM (CHANNEL PARTNERS):
  • Generation of business from silver enterprise customers through channel partners
  • Target-setting for Circle
  • Development of comprehensive action agenda for enterprise business
  • Interaction with Head Office and Region Offices for smooth day-to-day operations
• DGM (SD/SA-ENTERPRISE):
  • Interfacing with all enterprise customers (especially platinum customers)
  • Ensuring high-quality service for all enterprise customers
  • Service Delivery (SD) and Service Assurance (SA) functions

Customer Relations Team

• Plays a critical role in expanding Enterprise Business stream for BSNL
• Roles and responsibilities include:
  • Receiving delivery/assurance requests from National Account Managers/Key Account Managers
  • Following up on requests allocated according to zones (Outgoing)
  • Following up on requests with internal Consumer Mobility/Consumer Fixed Access business unit (Incoming)
  • Keeping Key Account Manager or National Account Manager updated on the status of the delivery/assurance request on a daily basis

Review and Monitoring

• A standard review format has been designed to track sales activity, sales funnel, and weekly status on all sales accounts
• Similar review and monitoring mechanism can be followed for the Customer Relations Team on a weekly basis
• Focus on Service Delivery and Service Assurance

Roles and Responsibilities of Key Account Managers and National Account Managers

• Introduced to provide focused attention to corporate customers
• Account managers personify BSNL for its key customers and are responsible for interactions on all things pertaining to a product or service
• Successful account managers have deep personal relations with their clients outside of office as well
• Account managers have a dual focus on:
  • Building new relationships
  • Maintaining existing relationships
• Five phases of an account manager's role:
  1. Understanding personal/professional aspirations
  2. Pre-work preparation
  3. Introductory meetings
  4. Solution refinement
  5. Reporting### BSNL Business Review

Account Management

• Account managers must be well-versed with BSNL products and services
• They should have high-level knowledge of BSNL's network, reach, and connectivity
• They should know about BSNL's enterprise business, marquee customers, and best-selling products
• Before approaching customers, account managers should have a clear idea of the company's full name, location, and nature of business
• They should assess the customer's current telecom provider and identify opportunities to offer BSNL's services

Customer Expectations

• Customers expect account managers to:
  • Be accessible and responsive
  • Keep promises
  • Respect their business
  • Be easy to do business with
  • Communicate effectively
  • Understand the criticality of situations

BSNL Organizational Structure

• The EB wing at corporate and circle levels identifies the specific needs of enterprise customers
• The wing categorizes customers as platinum, gold, and silver based on their potential
• The EB wing promotes enterprise business to platinum customers through marketing activities and focused market research

Enterprise Business Marketing and Strategy

Marketing Strategy

• A process that concentrates limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage
• It involves planning, designing, managing, integrating, optimizing, and converting marketing efforts

Enterprise Marketing

• A series of small to mid-size marketing campaigns that help build and retain a loyal customer base
• It casts a wide net to target new customers and avoid growth plateaus
• Successful enterprise marketing executes a multi-faceted marketing strategy that leverages various business resources

Key Features of Enterprise Marketing

• Multi-channel marketing
• Brand awareness
• Personalized marketing efforts
• Targeting new customers across various marketing channels
• Leveraging expertise from multiple departments

Business Etiquette, Corporate Grooming, and Presentations

Business Etiquette

• Essential attributes: thoughtfulness, respect, graciousness, and equal treatment
• Components: appearance, actions, and words
• Forms of address: respect age, rank, and hierarchy; use courtesy titles and introduce others with full names
• Greetings and introductions: make eye contact, rise to shake hands, and offer brief details about those being introduced
• Everyday interactions: be pleasant, punctual, and polite; use magic words like "please" and "thank you"

Corporate Grooming

• Dress code: match the expectations of internal and external customers
• Appearance: wear clean, ironed, and well-fitted clothes; present a neatly groomed appearance
• Colors, cuts, and sizes: choose wisely and avoid poor fits
• Fabrics and accessories: invest in quality and maintain propriety
• Cosmetic sense: aim for elegance and avoid distractions

Effective Presentations

• Know the audience: understand their familiarity with BSNL and its products
• Structure the presentation: maintain a clear flow and timing
• Review the presentation: keep the audience in mind and add value to the discussion
• Setup the discussion: introduce the topic and establish the context

Role and Responsibilities of Executives

• Clearly defining role and responsibilities of executives is crucial for the success of a unit
• Policy and guidelines should be designed to provide flexibility to decision makers while maintaining accountability

Market Size

• Indian telecommunication services market is expected to grow by 10.3% year-on-year to reach US$ 103.9 billion by 2020
• Total mobile services market revenue in India is expected to touch US$ 37 billion in 2017
• Smartphone subscription in India is expected to increase four-fold to 810 million users by 2021
• Total smartphone traffic is expected to grow 15-fold to 4.5 exabytes (EB) per month by 2021
• India has the second largest mobile subscriber base in the world

Customer Discovery Initiatives

• Undertaking customer discovery initiatives for existing and potential customers
• Ensuring prioritized service for all enterprise customers (platinum, gold, silver) at Circle
• Liaisoning with Head of Network for Consumer Fixed Access and Head of Network for Consumer Mobility at Circle
• Interaction with Head Office and Region Offices for smooth day-to-day operations

DGM (Channel Partners)

• Generation of business from silver enterprise customers across industry verticals through channel partners
• Financial targets: overall budget (revenue, capex, opex), profitability, etc.
• Customer/Market targets: market share, share of wallet, etc.
• Operational targets: customer service, etc.
• Target-setting for Circle by liaisoning with Head of Business Planning at Circle
• Development of comprehensive action agenda for enterprise business, with particular focus on:
  • Creating tie-ups with channel partners for management of silver enterprise accounts
  • Account allocation and planning
  • Sales planning
  • Commission structure design
  • Managing channel partners
  • Monitoring of targets
  • Issuing rewards and incentives
  • Periodic re-classification of accounts and re-allocation between partners

DGM (SD/SA–ENTERPRISE)

• Interfacing with all enterprise customers (especially platinum customers)
• Following up with network teams in different business units to ensure high quality of service for all enterprise customers (platinum, gold, silver)
• Liaisoning with Heads of Network for CFAs and Heads of Network for CM at Circle
• Review of business by BSNL

Preparatory Work for Account Managers

• BSNL Centric:
  • Account managers should be well versed with BSNL products
  • Account manager should have at least high-level knowledge on BSNL network, reach, connectivity, etc.
  • Account manager should know BSNL enterprise business, marquee customers, best-selling products, etc.
• Account Centric:
  • Account manager should have clear idea of full name, location, nature of business of company before approaching them for a meeting
  • Account manager should try to assess which telecom provider is currently fulfilling customer's telecom needs (if it's a new customer)

Key Account Fundamentals

• Group/Single Company
• Basic name and location
• Nature of business
• Shareholding
• Size of business
• Market share

Sales Process and Sales Review

• The Buying Cycle (Reed-Cycle):
  • Recognize the need
  • Evaluate the options
  • Eliminate doubts
  • Decide to buy
• The Selling Cycle (ODPEC-Cycle):
  • Opening
  • Developing the sale
  • Proposing a solution

Customer Discovery and Service

• Undertaking customer discovery initiatives for existing and potential customers
• Ensuring prioritized service for all enterprise customers (platinum, gold, silver) at Circle
• Liaisoning with Head of Network for Consumer Fixed Access and Head of Network for Consumer Mobility at Circle for service delivery and service assurance issues
• Interfacing with all enterprise customers (especially platinum customers) to ensure high-quality service

DGM (CHANNEL PARTNERS)

• Generating business from silver enterprise customers across industry verticals through channel partners
• Setting financial targets (revenue, capex, opex), customer/market targets (market share, share of wallet), and operational targets (customer service)
• Developing a comprehensive action agenda for enterprise business, focusing on tie-ups with channel partners for silver enterprise account management

DGM (SD/SA–ENTERPRISE)

• Liaisoning with Heads of Network for CFAs and Heads of Network for CM at Circle
• Interfacing with all enterprise customers (especially platinum customers) to ensure high-quality service

BSNL Organizational Structure

• The role of EB wing is to identify the specific needs of enterprise customers, which can be a mix of Voice, Data, and Managed Services solutions
• Categorizing customers as platinum, gold, and silver based on their potential
• Promoting enterprise business to platinum customers through marketing activities and focused market research

Enterprise Business Marketing and Strategy

• Understanding marketing strategy, enterprise marketing, and ways to increase revenue
• Identifying the needs of EB customers, classifying and grading EB customers, and understanding the organizational structure required for catering to EB customers

Business Etiquette, Corporate Grooming, and Presentations

• Attributes of good social and business etiquette: thoughtfulness, respect, graciousness, and equal treatment
• The three components of business etiquette: appearance, actions, and words
• Essential forms of address: respecting age, rank, and hierarchy, using courtesy titles, and introducing oneself correctly

Sales Review Process

• Following the sales review process for external reviewers
• Understanding the sales process and workflow, emphasizing important things while dealing with EB customers

Service Delivery and SLA

• Features and components of SLA: communication tool, bilateral agreement, measurable parameters, continuous improvement, and framework for understanding
• SLA components: parties involved, dates of agreement, service description, service availability, service quality acceptable levels, metric measurement, and reporting
• SLA benefits: rewards, penalties, and performance targets, review procedure, crisis management, and disputes resolution

Corporate Office Structure & Job Objectives

• GM (Business Planning) - Ent: articulates business aspirations, strategy, and financial plans for Enterprise business unit, monitors performance, and provides pricing and tariff support for products/solutions for all enterprise customers.
• DGM (Carrier Wholesale) - Ent: generates Carrier Wholesale revenues for Enterprise business unit on BSNL's National Long Distance (NLD) network and International Long Distance (ILD) network.
• GM (Enterprise Business - I) - Ent: achieves profitable and sustainable growth of enterprise business by creating sales policy & strategy for platinum enterprise customers and monitoring performance for the same.
• GM (Enterprise Business - II) - Ent: achieves profitable and sustainable growth of enterprise business by creating sales policy & strategy for gold & silver enterprise customers and monitoring performance for the same.
• DGM (Tariff & Costing) - Ent: creates annual financial plan, evaluates and approves policies and processes regarding tariff & costing for Enterprise business unit.
• DGM (Revenue Management) - Ent: formulates and implements policies and processes regarding billing, collections, and recovery (revenue management) for Enterprise business unit.
• GM (IT) - Ent: conceptualizes and implements projects specific to the Enterprise (ENT) business unit.

Circle Level Key Enterprise Officers & Job Objectives

• GM (Enterprise Business): generates enterprise business from gold and silver enterprise customers across industry verticals within the circle, ensuring proper service delivery and service assurance for all enterprise customers (platinum, gold, silver).
• DGM (Enterprise Business): generates enterprise business from gold enterprise customers across industry verticals through end-to-end customer relationship management.

Generic Key Result Areas for GM/DGM Enterprise at Circle

• Creation of annual business plan for enterprise business from gold and silver customers at Circle, including financial targets, customer/market targets, operational targets, etc.

Sales Review and Monitoring Mechanism

• Sales funnel should be sent to the corporate office for review on each Tuesday.
• DGM should track leads, identify reasons for non-progress, and accompany KAM for expediting leads if required.
• Customer Relations Team should be reviewed along with the sales team on a weekly basis, tracking progress on Service Delivery and Service Assurance.

Service Level Agreement (SLA)

• SLA is an agreement between a specific client and provider that defines service expectations and contractual/legal terms.
• Internal SLA: agreements within an organization between different departments or teams.
• External SLA: formal contracts between a provider and client.
• SLA components: technical section (defining service expectation) and contractual/legal section (dealing with fees, non-performance, etc.).
• Service expectations address availability, performance, accuracy, security, and affordability.

Service Expectation

• Uptime: measure of the time a link has been "up" and running, aiming for 99% availability.
• Latency: one-way (source to destination) or round-trip (source to destination and back) measure of packet transmission time in a packet-switched network.
• Serialization Delay: time from the start of packet reception to the end of packet reception.