JTO Phase-II Common(CFA/CM/DNIT) PDF

JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? 1 WHY EB IN BSNL, FORMATION OF EB, EB STRUCTURE CORPORATE /CIRCLE/ SSA 1.1 LEARNING OBJECTIVE This lesson provides the insight into the Enterprise Business vertical of BSNL, Market size of Ente...

JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? 1 WHY EB IN BSNL, FORMATION OF EB, EB STRUCTURE CORPORATE /CIRCLE/ SSA 1.1 LEARNING OBJECTIVE This lesson provides the insight into the Enterprise Business vertical of BSNL, Market size of Enterprise Business, Initiatives of BSNL for the special category of Enterprise Business customers, Roadmap and key growth areas of it. 1.2 INTRODUCTION: ABOUT ENTERPRISE BUSINESS Aim of all business is to make more profit. To make profit two possibilities are selling high volume at less margin or low volume at high margin. Both approaches have its pros & cons. Companies usually adopt a mix of these approaches. To address both the retail market and the high volume Enterprise market BSNL has been structured into three business verticals namely, Consumer Mobility (CM), Consumer Fixed Access (CFA) both of which are focused on the retail market for wireless and wire-line telecom service products and Enterprise Business (EB) focused on generating high volume business by developing enterprise clients. India is currently the world‘s second-largest telecommunications market and has registered strong growth in the past decade and half. The Indian mobile economy is growing rapidly and is expected to contribute substantially to India‘s Gross Domestic Product (GDP). The liberal and reformist policies of the Government of India have been instrumental along with strong consumer demand in the rapid growth in the Indian telecom sector. The government has enabled easy market access to telecom equipment and a fair and proactive regulatory framework that has ensured availability of telecom services to consumer at affordable prices. The deregulation of Foreign Direct Investment (FDI) norms has made the sector one of the fastest growing and a top five employment opportunity generator in the country. With restructuring of BSNL, a new vertical named Enterprise Business has been created. Success of any unit depends on how clearly the role & responsibilities of executives are defined and the policy & guidelines designed to give enough flexibility to decision makers while taking care of accountability issues. This session details the main guidelines applicable to EB unit. 1.3 MARKET SIZE The Indian telecommunication services market will likely grow by 10.3 per cent year-on-year to reach US$ 103.9 billion by 2020 Driven by strong adoption of data consumption on handheld devices, the 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, while the 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. According to Telecom Regulatory Authority of India (TRAI), the total telecom subscriber base in JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 1 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? December 2015 stood at 1.04 billion, out of which 1.01 billion were mobile subscribers and 25.52 million were wireline subscribers. According to a study by GSMA, smartphones are expected to account for two out of every three mobile connections globally by 2020 making India the fourth largest smartphone market. Total number of Fourth-Generation (4G) enabled smartphone shipments in India stood at 13.9 million units in the quarter ending December 2015, which was more than 50 per cent of total shipments, thereby surpassing number of Third-Generation (3G) enabled smartphone shipments for the first time. The broadband services user-base in India is expected to grow to 250 million connections by 2017, according to GSMA. India added the highest number of net mobile phone subscriptions of 21 million during the fourth quarter of 2015. International Data Corporation (IDC) predicts India to overtake US as the second-largest smartphone market globally by 2017 and to maintain high growth rate over the next few years as people switch to smartphones and gradually upgrade to 4G. In spite of only 5 per cent increase in mobile connections in 2015, overall expenditure on mobile services in India is expected to increase to US$ 21.4 billion in 2015, led by 15 per cent growth in data services expenditure. The Indian telecom sector is expected to generate four million direct and indirect jobs over the next five years according to estimates by Randstad India. The employment opportunities are expected to be created due to combination of government‗s efforts to increase penetration in rural areas and the rapid increase in smartphone sales and rising internet usage. 1.4 ASPIRATION OF BSNL FROM ENTERPRISE BUSINESS:  Growth in industrial and IT sectors in India during last few years has created new business opportunities in telecom sector.  Enterprise customers are business customers with annual turnover of greater than Rs. 100 Crores  The enterprise market is ~Rs 35,000 cr today, expected to grow to ~Rs. 60,000 cr in 5 years  BSNL offers a wide range of products for this market Classified as voice, data and managed services  Enterprise customers have moved from products to solutions  BSNL will also have to move from products based selling to solutions based selling  The enterprise market has three customer segments  Each segment requires a distinct sales models  Enterprise BU has been designed to house these models  SD / SA structure for enterprise Gold / silver JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 2 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? 1.5 BSNL’S TRANSFORMATION TOWARDS ENTERPRISE SEGMENT : From To Product Focused Solutions focused Soloed Converged Connectivity Services Legacy Products Next Generation Products ―Customer Will Come‖ ―Customer is King‖ XYZ Circle‘s Customer BSNL‘s Customer Reactive Order Booking Proactive BD 1.6 BUSINESS GUIDELINES: Subsequent to creation of Enterprise vertical, Enterprise customers have been segmented into three categories i.e. Platinum, Gold and Silver accounts. The detailed instructions have already been uploaded on the Intranet regarding classification criteria for these customers. It has been decided that Platinum and Gold customers will be served by BSNL through its in-house sales teams while Silver accounts will be served through Channel Partners. Process for Platinum & Gold is similar, the only difference is that National Account Managers handle Platinum accounts whereas Key Account Managers handle the Gold accounts.  Platinum customers: These customers are large corporate entities (with indicative turnover greater than Rs. 500 cr p.a.), with significant telecom spend across several locations and sophisticated product needs.  Gold customers: These are medium-sized corporate entities (with indicative turnover of Rs. 50-500 cr p.a.).  Silver customers: All corporate customers that are not a part of the Platinum or Gold accounts are designated as Silver accounts (with indicative turnover greater than Rs. 10 cr p.a.). 1.6.1 IDENTIFICATION OF GOLD CUSTOMERS:  A prospective list of enterprise customers including Platinum, Gold and Silver will be communicated separately.  All the circles are requested to validate the Gold customers i.e. customers qualifying as per the Gold criteria may be retained in the list. However, non- existent or customers not qualifying as per the criteria may be dropped from the Gold customers list of the circle.  The Gold customers‘ list will be a dynamic list in which whenever any JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 3 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? customer qualifies as a Gold customer (from Silver/Platinum) may be included.  The customer in the Gold list may not be BSNL‘s existing customer but should qualify as per the criteria to be included in the Goldlist.  The validated list should be sent to the corporate office in a time-bound manner. 1.6.2 ASSIGNMENT OF KEY ACCOUNTS MANAGERS (KAMS):  Every Gold customer will be assigned a single point of contact i.e. Key Account Manager (KAM). The allocation of the KAM should be taken up by all the circles for all Gold accounts.  The Gold offices will be opened in multiple cities in a circle. The list of the number of KAMs, proposed number of Gold offices in the circle is being communicated separately. Every KAM should be allocated some existing (active) BSNL customers and some new customers (or with other operators). 1.6.3 CONTACTING THE CUSTOMERS BY KAM:  Every KAM should gather the information about the customers from secondary sources. A pre-meeting template indicating nature of business, listing, size of business market share and sister concern etc. of the Gold account should be prepared by KAM before approaching the customer.  After completing the pre-meeting template, KAM should contact the customer. An introductory letter and BSNL‘s presentation may be given to customers in the first meeting.  After meeting with the customer, KAMs are supposed to fill post-meeting report (template attached) and keep updated profile of the customer. The post-meeting template mainly consists of information about the customer like number of connections for landline/ Broadband/ PRI/ Mobile CUG, data circuits, current vendors, total telecom spent, billing details, key contact person, etc. Many such information, customers may not like to part with in the first meeting. Care should be taken to gather these informations in subtle and in direct manner as per the customer‘s comfort level.  KAMs will be able to collect the customer related information mentioned above more precisely after few meetings. 1.6.4 SALES FUNNEL Concept of Sales funnel is followed for handling Enterprise business. Sales funnel describes the pattern, plan or actual achievement of conversion of prospects into sales, pre-enquiry and then through the sales cycle. So-called because itincludes the conversion ratio at each stage of the sales cycle, which has a funneling effect. Prospects are said to be fed into the top of the funnel, and converted sales drop out at the bottom. The extent of conversion success (ie the tightness of each ratio) reflects the quality of prospects fed into the top, and the sales skill at each conversion stage. Marketing funnel has target market as its input and output as leads. Sales funnel has leads as inputs and customers as the output. 1.6.5 SALES ACTIVITY REPORT AND SALES FUNNEL GENERATION:  Each KAM should prepare their own sales activity reportafter every JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 4 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? customerinteractionasperthedefinedtemplate.  All the KAMs in the presence of DGM concerned should prepare sales funnel on pre-defined day every week. Sales funnel template is attached along with the procedure of filling the sales funnel report.  After every interaction with the customer, prospective leads should be identified and registered in Sales Funnel categorizing as I. Stage–I-Registering the lead II. Stage–II-Submission of proposal to customers III. Stage–III-Price negotiation IV. Stage–IV-Orders booked V. Stage–V-Deal lost  Every week, progress of each lead should be monitored and registered in the sales funnel by KAM with knowledge of GM/DGM (Enterprise).  Sales funnel should be sent on each Tuesday to corporate office for perusal of Director (Enterprise) on Wednesday. DGM should keep track of all the leads of the KAMs and should try to know the reason of non-progress. If required, DGM may accompany KAM for expediting the lead. 1.7 CORPORATE OFFICE STRUCTURE & JOB OBJECTIVES  GM (BusinessPlanning) –Ent: Articulation of overall business aspiration, strategy and business and financial plans for Enterprise business unit, monitoring performance against the same and providing pricing and tariff support for products/ solutions for all enterprise customers. In addition, generation of Carrier Wholesale revenues for Enterprise business unit on BSNL‘s National Long Distance (NLD) network and InternationalLong Distance(ILD) network  DGM (Carrier Wholesale) – Ent: Generation of Carrier Wholesale revenues forEnterprise business unit on BSNL‘s National Long Distance (NLD) network and International Long Distance (ILD) network  GM(EnterpriseBusiness–I)–Ent: Achieving profitable and sustainable growth of enterprise business by creating sales policy &strategy for platinum enterprise customers and monitoring performance for the same. Promotion of Enterprise (Ent) business to platinum customers through marketing activities such as advertisements and promotions based on focused market research  GM (Enterprise Business – II) – Ent: Achieving profitable and sustainable growth of enterprise business by creating sales policy & strategy for gold & silver enterprise customers and monitoring performance for the same. Promotion of Enterprise (Ent) business to gold & silver customers through marketing activities such as advertisements and promotions based on focused market research  GM (Enterprise Business – City) – Ent: Generation of enterprise business sales through end to-end customer relationship management for JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 5 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? platinum enterprise customers across industry verticals in a particular city  GM (ILD) – Ent: Planning and procurement of all ILD bandwidth required for BSNL and coordination with international carriers and agencies for the same.  GM (Leased Circuits) – Ent: Ensuring all existing and new leased circuits to enterprise customers are billed correctly by coordinating with different entities within BSNL and setting up modern, accurate and efficient processes for leased circuit billing through the use of IT systems and tools  Executive Director (Core Network) – Ent: Planning, roll-out, upgradation and maintenance of all Core Network assets through coordination with Circles, Project Circles and Maintenance Regions  GM (Finance) – Ent: Creation of annual financial plan, evaluation and approval of policies and processes regarding tariff & costing and ensuring billing, collections and recovery (revenue management) for Enterprise business unit.  DGM (Tariff & Costing) – Ent: Creation of annual financial plan, evaluation andapproval of policies and processes regarding tariff & costing for Enterprise businessunit  DGM (Revenue Management) – Ent: Formulation and implementation of policiesand processes regarding billing, collections and recovery (revenue management) for Enterprise business unit  GM(IT)–Ent: Conceptualization and implementation of all projects specific to the Enterprise (ENT) business unit. 1.8 CIRCLE LEVEL KEY ENTERPRISE OFFICERS & JOB OBJECTIVES  GM (Enterprise Business): Generation of 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): Generation of enterprise business from gold enterprise customers across industry verticals through end-to-end customer relationship management 1.8.1 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 by liaisoning with GM (Enterprise Business – II) – Ent and GM (Business Planning) – Ent at Head Office and Head of Business Planning at Circle, including  Financial targets – overall budget (revenue, capex, opex), profitability, etc  Customer/ Market targets – market share, share of wallet, etc  Operational targets – customer service, etc JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 6 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL?  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, Pricing and discounts, Sales planning  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  Accompanying team on critical sales meetings, Providing support in terms of quick turnaround on discounting, solutions and services, Liaisoning with senior management of the customer to build relationship, Providing on-the- job training and apprenticeship to junior sales team members  Liaisoning with GM (Enterprise Business – II) – Ent at the Head Office on matters concerning sales policy & sales strategy  Liaisoning with GM (Business Planning) – Ent at the Head Office on matters concerning discounts to enterprise customers  Interfacing with senior client management and representing BSNL in conferences and meets in that city  Development of product bundles to match requirements of various gold & silver customers  Across product categories: voice, data, managed services, Across industry verticals: BFSI, IT, Mfg, Govt, Svs  Development of vertical specific solutions for gold & silver enterprise customers  Understanding client's business requirements, Sizing bandwidth & mapping- out locations, Defining products and technical specifications, Determining applications/ services required, Designing interfaces with legacy systems, Demonstrating PoC (pilot / demo), Translating developed solution into project plan, Designing SLAs with client, Interaction with clients for effective sales, Preparing pre-sales presentation to clients on products and solutions  Development of comprehensive action agenda for enterprise business, with particular focus on End-to-end customer relationship management for existing gold customers across industry verticals (Account allocation and planning, Pre-sales and project planning, Products and solutions development by matching clients needs with BSNL products, Pricing and discounts, Sales planning  Building new relationships to grow enterprise business from gold enterprise customers  Creating tie-ups with channel partners for management of silver enterprise accounts JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 7 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL?  Undertaking customer discovery initiatives for existing as well as potential customers  Ensuring prioritized service for all enterprise customers (platinum, gold, silver) at Circle by liasoning with Head of Network for Consumer Fixed Access and Head of Network for Consumer Mobility at Circle [Service Delivery (SD) – commissioning of projects, Service Assurance (SA)– fault detection and repair, Escalating service delivery and service assurance issues of all enterprise customers (platinum, gold, silver) in the circle to GM (Network Operations) – CFA, GM (Network Operations) – CM, and GM (Core Network Operations) – Ent at the Head Office for rapid resolution  Interaction with Head Office and Region Offices for smooth day-to-day operations  Liaisoning with Head Office on policy matters, Recommendations to Head Office on key areas of strategy & planning based on local environment, Guidance to Region Offices on business matters  Monitoring performance against business plan at Circle level (by customer segment) and taking corrective action as and when required 1.8.2 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  Interaction with Head Office and Region Offices for smooth day-to-day operations  Monitoring performance against business plan at Circle level (by customer segment) and taking corrective action as and when required 1.8.3 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 JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 8 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL?  Service Delivery (SD)–commissioning of projects  Service Assurance (SA)–fault detection and repair  Monitoring and tracking fault resolution status for all enterprise customers (platinum, gold, silver) through IT systems and tools  Liaisoning 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  Recommendations to Head Office based on local environment 1.8.4 THE ENTERPRISE BUSINESS UNIT AT THE CIRCLE LEVEL IS STRUCTURE AS BELOW: Example taken from Karnataka Circle Figure : 1. Overview The Customer Relations Team is established for both Platinum and Gold teams within the circle office. Both teams report to the GM, EB – City, if they assist the Platinum sales team or GM, Enterprise – Circle, if they assist the Gold sales team. 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. 1.8.5 PLATINUM CUSTOMER RELATIONS 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). The outgoing team is further divided into North/South/East/West zones. Each outgoing zonal team deals with circles lying within that zone. For example, Outgoing team of North zone deals with circles like UP East, UP West, Haryana, Himachal Pradesh etc. The outgoing team interfaces with the National Account Managers (NAMs) located in the circle office and coordinates with the incoming Customer Relations team of other circles. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 9 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? The Platinum Customer Relation incoming team is responsible for receiving all SD/SA requests from the sales team that require coordination with the home circle. As the Consumer Fixed Access Team which does the SD/SA activities is located at the field/SSA level, therefore the Platinum Customer Relation incoming team is also located at the SSA level. The SSAs in which this team is located are the SSAs in which Gold sales offices are working. In order to coordinate the incoming requests for SSAs in which this team is not placed, a nodal person is placed at the circle office under the DGM, Customer Relations. This nodal person acts as the nodal person for receiving all incoming SD/SA requests related to SSAs in which no incoming personnel is placed and pursues SD/SA requests in those SSAs. 1.8.6 GOLD CUSTOMER RELATIONS TEAM The Gold 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). Since the Gold sales team (KAMs) is located in certain SSAs that are designated as Gold offices, therefore the outgoing team is also located in the same SSAs to complement and assist the sales team in those SSAs. The outgoing team is divided into North/South/East/West zones, similar to the structure used by the Platinum team. The Gold Customer Relation incoming team is responsible for receiving all SD/SA requests from the sales team that require coordination with the home circle. As the Consumer Fixed Access Team which does the SD/SA activities is located at the field/SSA level, therefore the Gold Customer Relation incoming team is also located at the SSA level. The SSAs in which this team is located are the SSAs in which Gold sales offices are working. In order to coordinate the incoming requests for SSAs in which this team is not placed, a nodal person is placed at the circle office under the DGM, Enterprise. This nodal person acts as the nodal person for receiving all incoming SD/SA requests related to SSAs in which no incoming personnel is placed and pursues SD/SA requests in those SSAs. In the circle office, there is only one DGM placed under the GM, Enterprise – Circle. This DGM has dual responsibility of coordinating for both Sales as well as Customer Relations. There is a standalone DGM/AGM placed in the SSA office who coordinates Sales and Customer Relations activity within that SSA. This DGM has a dual reporting. The DGM reports to the SSA Head as well as to the GM, Enterprise – Circle as the Circle office. The reporting to the GM, Enterprise is considered second reporting if the SSA Head in question is GM or above. The reporting is considered as previewing authority if the SSA Head is DGM or below. The DGM/AGM, Enterprise at the SSA will be responsible for both Sales and Customer Relations activity in his/her SSA. The following personnel will report to him/her in the SSA:  Gold Customer Relations Team (Incoming)  Gold Customer Relations Team (Outgoing)  Platinum Customer Relations Team (Incoming)  Key Account Managers JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 10 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? The Platinum Customer Relations Team (incoming) reports to the DGM/AGM within the SSA for administrative purpose but it‗s functional reporting lies with the DGM, Customer Relations at the circle office. 1.9 ROLES AND RESPONSIBILITIES OF CR TEAM The Customer Relations Team plays a critical role in expanding the Enterprise Business stream for BSNL. Figure : 2. Responsibilities of CR Team The roles and responsibilities of the Customer Relations Team encompass a number of activities which 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 the 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 It is expected that the National Account Managers or the Key Account Managers will spend all of their time in the field in order to generate new business or to retain the existing business. If an account manager is able to generate any new sales, the commissioning requests related to the new sales is directly passed on by the Account Manager (through the DGM, Sales and the DGM, Customer Relations) to the outgoing team (if the request pertains to an external circle) or to the incoming team (if the requests JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 11 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? pertains to the domestic circle). The incoming team also follows up on requests send by Enterprise teams located in other circles through their outgoing teams. 1.9.1 REVIEW AND MONITORING In order to track the activities of the sales team and provide support to it, wherever necessary, a standard review format has been designed which tracks the sales activity, the size of the sales funnel and week by week status on all sales accounts allocated to an account manager for the Platinum/Gold Enterprise office within every circle/city. This sales review format captures the movement of a lead from the point of prospecting to the stage where a final order is booked on the specific lead. In order to ensure that the tracking is continued till the stage that an order is commissioned and revenue is booked in the ABF account for BSNL, it is suggested to follow a similar review and monitoring mechanism for the Customer Relations Team on weekly basis. It is suggested that the Customer Relations Team is reviewed along with the sales team on a weekly basis where its activities on two primary areas of focus is tracked:  Service Delivery  Service Assurance In order to track progress on Service Delivery, all leads that appear in Stage 4 of the sales funnel (Stage in which order is booked and money has been received from the customer) are analyzed one by one and commissioning status on the same is sourced from the Customer Relations Team. In order to track progress on Service Assurance, a status chart is prepared of all Service Assurance requests received by the Account Manager till date and that have been passed on to the Customer Relations Team and status on the same is updated on a weekly basis. The picture below explains the templates in further detail. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 12 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? Figure : 3. Template of SD status report Figure : 4. Template of SA status report The templates above capture the review and monitoring on data circuits (both service delivery and assurance) on a weekly basis. Similar templates should be developed by the circle teams on Voice products (landline, PRI, Broadband and mobility) to monitor delivery and assurance status on the same. 1.10 ROLES AND RESPONSIBILITIES OF KEY ACCOUNT MANAGERS AND NATIONAL ACCOUNT MANAGERS: Concept of National Account Manager (NAM) and Key Account Manager (KAM) has also been introduced to provide focused attention to corporate customers. Reimbursement of travel/meal/sundry expenses is allowed to NAM/KAM depending on their role and quantum of work.  Account managers are pivotal to a BSNLs long term success. The perception of Enterprise Customers towards BSNL is solely depends on the account manager allotted to them.  Account managers personify BSNL for its key customers. They have an almost monopolistic relation with their customers and are responsible for interactions on all things pertaining to a product or service. E.g. sale, delivery, assurance, billing etc  A successful account manager has deep personal relations with his client outside of office as well.  Account managers have to balance requirements of customers with needs of their own company to ensure long term relations.  Eventually, the customer buys products and services on the consulting basis of their account managers. Account managers have a dual focus w.r.t. their customers  Building new relationships o Scouting and acquiring new customers for BSNL enterprise JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 13 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? business  Maintaining existing relationships o Expanding scope of business with current customers in enterprise 1.10.1 ROLE OF ANACCOUNT MANAGER GOES THROUGH FIVE PHASES: 1) Understanding personal/ professional aspirations  An account manager would define his/ her expectations from their position in BSNL.  They would set long term/ short term goals 2)Pre work preparation  The account manager would familiarise himself/ herself with the business of BSNL as well as the customer 3) Introductory meetings  The account manager would set up scoping meetings with the customer to understand nature of opportunity 4) Solution Refinement  The account manager would create solutions for their client‗s needs and understand the profitability of the same in the long run 5) Reporting  The account manager would keep BSNL updated on their progress 1.10.2 ACCOUNT MANAGER (AM) SHOULD HAVE CLEARLY TIME COMMITMENTS TO EFFECTIVELY MANAGE DIFFERENT ROLES a. New Sales  Create sales opportunities by following leads for new customers  Regularly follow up with existing customers to provide more products/ solutions whenever possible  Map organizations of customers met with to understand current and future needs and other vendors supplying products b. Relationships  Call current clients and visit them at least once a month  Ensure all clients are given updated product brochures from BSNL as and when issued  Ensure all clients are aware of all BSNL enterprise related events c. Reporting  File timely reports on customers interacted with in order to allow proper JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 14 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? review of business by BSNL  Follow up with appropriate SD/ SA node to ensure speedy delivery of service to client  Contact clients regularly to understand if product working satisfactorily 1.10.3 PREPARATORY WORK IS REQUIRED FOR ALL ACCOUNT MANAGERS BEFORE APPROACHING CUSTOMERS: 1) 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 2) Account Centric  Account manager should have clear idea of full name, location, nature of business of company before approaching them for meeting  Account manager should try to assess which telecom provider is currently fulfilling customer's telecom needs (if its a new customer) 3) Some perceptions the account managers must create with their customers:  Accessibility  Keeps promises  Respects my business  Responsiveness  Easy to do business with  Easy to communicate with  Understands criticality of situations  Sincere and open 4)Key account fundamentals before approaching the firm  Group/ Single Company  Basic name and location  Nature of business  Shareholding  Size of business  Market share JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 15 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Why EB in BSNL? 1.10.4 CUSTOMERS’ EXPECTATIONS FROM THEIR INITIAL MEETINGS WITH NAM/KAM: 1.11 SUMMARY OF BSNL ORGANIZATIONAL STRUCTURE: The role of EB wing, which has been created at corporate as well as circle levels is to identify the specific needs of enterprise customer which can be a mix of Voice, Data and Managed Services solutions. To give proper focus to such customers based on their potential, such customers are categorized as platinum, Gold and Silver. Promotion of Enterprise business to platinum customers through marketing activities such as advertisements and promotions based on focused market research is also responsibility of EB wing. This wing is supported by other related units such as leased circuit, Network operations, Core Network planning and field units of CFA, CM for execution of enterprise projects. A key difference from previous approach to enterprise sales is the creation of DGM (Service Delivery/Service Assurance) post at Circle level. Earlier this work was handled by DGM Enterprise sales thereby overloading the post with dual responsibility of bringing new business as well as handling project management for such business. 1.12 CONCLUSION: From this lesson trainee is able to understand the Needs of EB customers, Classification and Grading of EB customers and a tentative organization structure required for catering of the needs of EB customers. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 16 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) EB Marketing and Strategyu 2 ENTERPRISE BUSINESS MARKETING AND STRATEGY 2.1 LEARNING OBJECTIVE After completion of this chapter participants will able to understand:  Marketing Strategy  Enterprise Marketing  Ways to increase the revenues. 2.2 WHAT IS MARKETING STRATEGY?  Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage.  It starts from o Planning o Designing o Managing o Integrating o Optimization o Conversion  Enterprise Business in BSNL need more sort of Personalized selling effort. Every EB client is unique and its Telecom requirement also varies. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 17 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) EB Marketing and Strategyu Figure : 5. Marketing Strategy 2.3 WHAT IS ENTERPRISE MARKETING?  A series of small to midsize marketing campaigns can help you build and retain a loyal customer base, but what comes next? Queue: enterprise marketing. Enterprise marketing casts a wide net, beyond a business' existing target market, in order to avoid growth plateaus.  Successful enterprises execute this kind of marketing by tapping into the full breadth of their business resources. They go beyond their marketing team - utilizing product developers, IT managers, and more - to develop a multi-faceted marketing strategy.  Let‘s take a look at some of the specific features of enterprise marketing and how businesses can leverage it to create a highly-effective marketing campaign. 2.4 HOW IS ENTERPRISE MARKETING DIFFERENT FROM A TYPICAL MARKETING STRATEGY?  Enterprise marketing is a bigger, broader, personalized marketing strategy that captures more clients of higher revenue for your business.  Enterprise Marketing differs from your typical marketing strategy in these key areas: o Multi-Channel Marketing  Have you found success with a specific marketing strategy in the past, only to see your new client numbers plateau or decrease with time? Your problem may lie in your multi-channel marketing outreach (or lack thereof.)  Multi-channel, or cross-channel marketing, is an important part of enterprise marketing that will allow you to reach new customers across many marketing channels at once. While small-scale marketing campaigns may focus on one or two channels, a multi-channel strategy will target potential clients through:  Social media/Website  Emails  Landing pages  Mobile application  Personal Meet  Consumer studies have shown that targeted multi-channel marketing is up to 70% more effective than other forms of marketing campaigns. With an enterprise marketing strategy, you leverage the expertise of multiple departments to create effective, targeted marketing across a wide array of channels. o Brand Awareness JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 18 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) EB Marketing and Strategyu  Brand awareness is a crucial aspect of all marketing campaigns because it is the first step in converting customer. A potential customer must first be aware of your brand before he or she has a chance to consider it. In enterprise marketing, brand awareness is focused on expanding your target audience  Brand Awareness  By targeting outside the box, your brand stays relevant with your existing target audience and taps into new audiences before your competitors find them first.  We need to make aware about all enterprise services to our corporate client. Brand Diversity  We are not only selling basic landline , mobile and broadband connections but we are serving with wide variety of services which can have direct or indirect telecom connection. This diversity and flexibility in service ease customer and open news ways to generate revenue.  Could Services  Training  EPBAX  VSAT  FTTH  Wi-Fi Hotspot  Data Center  Civil /Electrical Works  Managed IT Services  Lease Line  MPLS VPN  ILL  Lease Line on RF  Pt to pt Lease Line JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 19 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) EB Marketing and Strategyu 2.5 CONCLUSION : The Enterprise Marketing Strategy is very important to increase revenue with the following a. Information about new business from corporates b. Serving more customized and user friendly products & services. c. Establish good personal relationship d. Effective Communication skills e. Prompt Service Delivery & assurance f. Knowledge of Competitors commercial & Technical aspect. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 20 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Business Etiquette, corporate Grooming & Presentations 3 BUSINESS ETIQUETTE, CORPORATE GROOMING & PRESENTATIONS 3.1 LEARNING OBJECTIVE One of the responsibilities of the KAM and NAM is to train himself in proper business etiquette and groom himself for an effective personal appearance and behavior. 3.2 BUSINESS ETIQUETTE 3.2.1 ETIQUETTE ATTRIBUTES: The essential attributes of good social and business etiquette are:  Thoughtfulness  Respect  Graciousness  Equal treatment 3.2.2 THE THREE COMPONENTS OF BUSINESS ETIQUETTE:  Appearance  Actions  Words 3.2.3 THE ESSENTIAL FORMS OF ADDRESS:  Always respect age, rank and hierarchy  Use courtesy titles (Mr, Ms, Mrs, Dr) while introducing others  Never use courtesy titles when introducing yourself – Don‘t say ― I am Mr. Basu‖  Use courtesy titles like Sir/ Madam when speaking to strangers 3.2.4 THE ESSENTIALS OF GREETINGS , INTRODUCTIONS AND GOOD- BYES:  Do not fail to make an introduction  State the full name of the persons being introduced  Offer brief details about those being introduced  Always rise to shake hands  Smile and make eye contact while shaking hands  Don‘t hug or air kiss business acquaintances 3.2.5 THE ESSENTIALS OF EVERYDAY INTERACTIONS:  Be pleasant and polite to every one  Don‘t use foul language at the workplace  Be punctual- If not inform the relevant person that you will be late  Don‘t make a habit of being late  Use the magic words – Good Morning , Please , Thank You , Excuse me , Have a good day  Don‘t hesitate to be the first to apologize  Be generous and Sincere with compliments  Be polite while seeking or rejecting requests and favors  Always maintain decorum in gender relations – Careful about those jokes  Always maintain appropriate body language JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 21 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Business Etiquette, corporate Grooming & Presentations  Don‘t invade others personal space 3.2.6 THE ESSENTIALS OF WORKSPACE MANNERS:  Maintain a high standard of personal hygiene and grooming  Don‘t raise noise levels unnecessarily  Knock before you enter a cabin  Keep the rest room, pantry and other communal areas clean  On sensitive / Embarrassing / Personal matters seek the intervention of proper department‘s head. 3.2.7 THE ESSENTIALS OF CUBICLE COURTESIES:  Don‘t impose your ring tone on your neighbor  Don‘t pin up provocative / offensive material  Keep your volume low  Don‘t eat smelly foods at your desk  Keep your workspace clean and tidy  Never read your neighbor‘s e-mails / fax unless asked to do so 3.2.8 THE ESSENTIALS OF WORKING WITH TEAMS AND SUPERVISORS:  Lead to inspire, follow to exceed expectations  Never bad mouth former clients / employers/ teams / supervisors  When you made a mistake, find a solution and be honest  When giving feed-back, start with the good and proceed to the bad  Always give negative feed-back in private  Praise generously and in public – supplement verbal praise with written tokens of appreciation  As a supervisor – Intervene before conflicts get ugly or too personal & always give due credit and encouragement to your team members 3.2.9 THE ESSENTIALS OF BUILDING GREAT CLIENT RELATIONSHIPS:  Do your home work: Organisation history, stakeholders, competitors, industry trends  Get to know your client before doing business  Build rapport with staff members at the client‘s office  Use the power of dining and entertaining to nurture relationships  Choose business gifts with decorum and consideration  Stay in touch by sending notes, greetings and relevant news articles  Ask yourself –What can I do for my client? not - What can my client do for me?  Before a client meeting find about the participants  Under promise and over deliver 3.2.10 THE ESSENTIALS OF COMMUNICATION COURTESIES:  Seek permission from your neighbors before using a speaker phone  Lower your volume when speaking on a cell phone  Don‘t interrupt or finish the other person‘s sentence  Return phone calls and reply to e-mails within 24 hours 3.2.11 ADVANTAGES: Etiquette can fuel social and corporate success by building JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 22 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Business Etiquette, corporate Grooming & Presentations  A positive image and reputation  Instant rapport with strangers  Long – lasting Relationships 3.3 CORPORATE GROOMING 3.3.1 YOU SHALL HAVE NO OTHER BUT YOUR ORGANIZATION’S DRESS CODE  If you belong to an organization that has a formal grooming policy, you should acquaint yourself with it and make a sincere effort to abide by your employer‘s guidelines.  If your organization does not have a formally articulated dress code, you can create your personal guidelines by observing and analyzing how your supervisors and how your clients dress.  The idea is to match the expectations of your internal and external customers in every occasion.  Remember that the company‘s culture is reflected by the dress code and every employee must always consider three things - who will you meet? ; What you will do? ; and what every one else will be wearing. 3.3.2 YOU SHALL NOT MAKE FOR YOURSELF A REPUTATION AS A SLOB.  Everyone must make an effort to wear a clean, washed, ironed clothes and present a neatly groomed appearance send out the signal that you are bothered to invest time in making a good first impression.  Slobs are disrespectful towards others and their own self. It sends the signal that they have a very poor time management skills. 3.3.3 YOU SHALL NOT MAKE WRONGFUL USE OF COLOURS, CUTS AND SIZES  According to the Greek philosopher – Know first, who you are and then adorn yourself accordingly i.e., nothing ruins a first impression as much as a poor fit, injudicious colours and the wrong size of clothing.  Sharp minds would be tempted to conclude that your business decisions would be informed by your sartorial judgment.  The business casual dress code is the bane of the 21st century professional. Do not wear casuals for business 3.3.4 HONOUR YOUR FABRICS AND ACCESSORIES  Never compromise on the quality of your fabrics and accessories  An inspired choice of fabric combined with great tailoring can make any outfit look sublime  Shoes, bags, watches, belts, pens, glasses, ties and scarves these highly personal items announce your unique perspective on what you consider classic, fashionable, worthwhile and beautiful. 3.3.5 YOU SHALL NOT MURDER PROPRIETY  To be dressed properly is to show consideration for others and for yourself  It is important to dress in a manner that is appropriate to the occasion and the audience JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 23 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Business Etiquette, corporate Grooming & Presentations  Wearing shabby clothes to a client‘s social event is a sure way to compromise a relationship. Save the daring, eccentric, past-their-prime clothes for occasions that don‘t involve your colleagues and clients. 3.3.6 YOU SHALL NOT COMMIT COSMETIC SINS  Aim for elegance, that is, allow yourself and others to forget which perfume or shade of lipstick you are wearing and instead concentrate on the project review documents.  When you are doing business, you are doing business; not trying to win the most fragrant businessperson award. 3.3.7 YOU SHALL NOT BEAR FALSE FASHION LABELS  Authenticity is of paramount importance when you are trying to create a lasting impression.  An accessory that bears no great fashion label, but is genuine, beautiful and excellent, is classier than a beautiful and excellent counterfeit.  Keep up with fashion, but not at the cost of deception. 3.3.8 YOU SHALL NOT COVET THE NEIGHBOR’S STYLE Be true to yourself. Style has many synonyms but what it means in the context of grooming is that the clothes we wear and how we wear them are deeply connected to our self –perception, habits and hopes.  In the corporate environment, you may need to tone down your personal style in consideration of the expectations and notions of your business partners.  Your style, like your personality is unique and inimitable. Discover your style, discover what you prefer, what inspires you, what makes you confident and happy about your appearance. Don‘t exchange them for fashion. As discussed earlier the Executives in EB should have some skills like Presentation, meeting skills etc. Some tips are given below for effective presentations, introductory meetings, Business Definition meetings and reporting etc are discussed in the following paras. 3.4 EFFECTIVE PRESENTATION ISSUES: 3.4.1 SOME GUIDELINES FOR MAKING AN EFFECTIVE PRESENTATION:  Maintaining and effective structure for the presentation  Knowing the audience is critical towards capturing and maintaining attention  Presentations must be reviewed carefully keeping the audience in mind  It is important to setup the discussion well upfront in a customer meeting  While speaking, be conscious of the timing and the flow of the presentation 3.4.2 KNOWING THE AUDIENCE IS CRITICAL TOWARDS CAPTURING AND MAINTAINING ATTENTION: Is the audience familiar with BSNL?  Is the audience familiar with BSNL's products and solution line?  Will it add value to the presentation if they know this?  Is the audience familiar with the depth of BSNL's strengths in the chosen topic area? JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 24 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Business Etiquette, corporate Grooming & Presentations  What are the solutions that would interest them?  What is the depth of detail to present to them?  Will it add value to go into the solution details and network architecture?  What is likely to be top of mind for them?  Will this resonate with their immediate agenda? 3.4.3 TYPICALLY, A EFFECTIVE PRESENTATION HAS FOUR PARTS:Recap  Recap the last discussion and the outcome  Update on other meetings that have a bearing or impact on the presentation  Customer should feel that they have been heard  Value articulation  Value articulation in qualitative and quantitative terms  Value generated encompassing multiple scenarios/ options  Customer should be convinced that solution delivers significant value  Solution details  Solution details including capabilities of the solutions, components of the solution, network architecture etc  Details of solutions to be modified based on the audience  Credentials  Credentials of BSNL in the same/similar products or solutions  BSNL credentials in components of products or solutions  Customer should feel that BSNL is the best partner for delivering the solution  While speaking, be conscious of the timing and the flow of the presentation 3.5 CONCLUSION: From this lesson trainees will be able to understand the importance of Business Etiquettes, Corporate Grooming & Presentations in corporate world. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 25 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4 SALES PROCESS & SALES REVIEW 4.1 LEARNING OBJECTIVE This lesson provides the insight into the Sales Process, Buying and Selling cycles, Closing of Order, post-closing activities and reporting of the entire Sales process data into the EB portal.Also this chapter covers the important aspects of Sales Review. 4.2 INTRODUCTION: THE SALES PROCESS 4.2.1 PRE –SALES PREPARATION: a) Success comes from preparation. b) Success in marketing comes from comprehensive preparation as it helps in understanding your prospect‗s needs, resolve their doubts and objections and Combat competition. c) Pre sales preparation helps in being: Organized, Confident, And Effective. 4.2.2 COMPONENTS OF PRE-SALES PREPARATION: a) Knowledge of C-P-C b) Stands for company, Product and competition 4.2.3 ELEMENTS OF PLANNING AND PREPARATION: The three critical components are a. Enhance your Knowledge on CPC b. FAB – Feature, Advantage, Benefit c. Self-presentation 4.3 FAB ( FEATURE, ADVANTAGE, BENEFIT) 4.3.1 UNDERSTANDING FEATURES: a. Feature describe the characteristics of a product / Company / Plan 4.3.2 UNDERSTANDING ADVANTAGES: a. Advantage refers to the general usage of a feature of any plan or product b. The best method of identifying the advantages is to identify all the features of a plan/ Product and how does it help the prospect? JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 26 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4.3.3 UNDERSTANDING BENEFITS: a. The second step in proposing a solution is to link the advantages of the product/plan to the stated needs of the prospect. b. The more benefits sales personnel states the greater the chances of success. 4.4 THE THREE STEPS OF PROPOSING A SOLUTION: I. Summarizing the buying criteria of the prospect II.Associate or link the advantages of the product to the stated needs of the prospect. In other words, state benefits for a solution III. Summarize the benefits and ask for commitment. 4.5 CATEGORIES OF THE BENEFITS: 4.5.1 RELIABILITY: Most prospects are interested in dependability and consistency of a solution. A product /plan that promises and delivers ‗reliability‗ is more likely to be successful in the present market 4.5.2 EASY MANAGEABILITY: A solution that is convenient for the prospect or is very simple to use will certainly appeal more to the prospects. 4.5.3 COST EFFECTIVENESS: A cost effective solution gives value for money to the prospect 4.5.4 ADAPTABILITY: An adaptable solution can easily adapt itself to any environment or situation 4.5.5 TIME SAVING & INDEPENDENCE: Many prospects would like to work in flexible time and avoid being dictated by somebody being one‗s own boss. 4.6 THE BUYING CYCLE (REED-CYCLE): 4.6.1 RECOGNIZE THE NEED: First an individual feels the need to buy a product / Service. 4.6.2 EVALUATE THE OPTIONS: Then, he evaluates various offers in the market and short-lists the one that meet his needs most closely JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 27 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4.6.3 ELIMINATE DOUBTS: Having identified the brand that he would like to buy, he gets clarification on concerns regarding the product / service 4.6.4 DECIDE TO BUY: Finally, he decides to purchase the product/ service 4.7 THE SELLING CYCLE (ODPEC-CYCLE): 4.7.1 OPENING: The stage the company representative is attending to the customer for the first time. 4.7.2 DEVELOPING THE SALE: This is the stage at which the company representative is supposed to determine whether or not the customer has recognized the need. 4.7.3 PROPOSING A SOLUTION: A customer has various options to satisfy a need. At this stage the company representative should demonstrate to the customer that the offered product is the best solution to the customer‗s need as compared to the other options available. 4.7.4 ELIMINATING DOUBTS: At this stage the company representative should clarify all the doubts of the customer so that the doubts should turn into strong beliefs to purchase the product. It is essential to uncover all the doubts as the client may not always express his doubts and then address these doubts. 4.7.5 CLOSING: This is the stage where the customers make the payment and receive the delivery of the product according to the terms and conditions agreed upon. 4.8 CLOSE TECHNIQUES: 4.8.1 CLOSE TECHNIQUE: Summarize in sets of three items- we will give you This, That and The Other, Use the classic business measurement trilogy-Cost, Quality and Time. 4.8.2 BEST TIME CLOSE TECHNIQUE: Invoke seasonal effects, such as its an introductory offer for limited period. 4.8.3 NO-HASSLE CLOSE TECHNIQUE: Make completing the deal easy for them. Fill in all forms for them. Do all the paper work. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 28 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4.9 POST SALES FOLLOW UP: The customer keeps evaluating the product even after taking the delivery and might develop negative feelings if he is unable to operate the product for any reason. He might come across unfavourable reports. It is important to manage the customers‗ post sales feelings by remaining in touch with the customer. 4.10 COMPILATION OF CUSTOMER MEETINGS DATA: Information gathered is maintained in the prescribed templates, - Pre-Meeting and Post-Meeting Templates Every AM should gather the information about the customers from secondary sources like Google.com, etc. A pre-meeting template indicating nature of business, listing, size of business market share and sister concern etc. of the Gold account should be prepared by AM before approaching the customer. After completing the pre-meeting template, AM should contact the customer. An introductory letter and BSNL‗s presentation may be given to customers in the first meeting. After meeting with the customer, KAMs are supposed to fill post-meeting report and keep updated profile of the customer. The post-meeting template mainly consists of information about the customer like number of connections for landline/ Broadband / PRI/Mobile CUG, data circuits, current vendors, total telecom spent, billing details, key contact person, etc. 4.11 SALES REVIEW In sales, you can be as busy as you want to be, and the busier you are, the less time you have to stop and reflect; yet, it‘s important — even essential — to take stock of your successes and failures, which is why a comprehensive sales retrospective is a productive way to start the new year. ―The goal of a sales retrospective is to figure out where you can streamline areas of your process, find out what worked and what didn't, and where you can improve,‖ 4.12 SALES REVIEW: IMPORTANT POINTS 4.12.1 FRAME THE RETROSPECTIVE AS A POSITIVE EVENT For a sales retrospective to provide any value, those involved must be willing to acknowledge mistakes, inadequacies and failures, both at an individual and companywide level. This can quickly lead to finger-pointing and ineffective bickering, so it‘s important that the sales retrospective be framed as a positive event. Some ground rules:  This is about learning, not blaming.  This is about the past and the future.  This is a safe haven where everyone involved can speak their mind JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 29 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review without negative repercussions. By properly framing the event, a sales retrospective doesn‘t just spearhead continual improvement, it cultivates a more trusting and supportive sales team. 4.12.2 DISCUSS WHAT WENT WELL Sharing, analyzing, and archiving your sales successes can help you establish a precedent for future actions, so begin the retrospective by discussing and documenting what went well during the last year. ―What did you win at?‖. ―What did you accomplish? What did the team win at? The company?‖ Participants should be encouraged to think beyond generalities and pin down specifics. Rather than settle for statements like ―I made my quotas‖ or ―I closed a big deal,‖ push yourself and your team to dig deeper. Some examples can include: ―Many of my clients made multiple purchases.‖ ―I consistently hit all of my key sales activity goals.‖ ―I increased the number of conversations I initiated per day.‖ ―I shortened my average call time by two minutes.‖ ―I stopped prematurely discounting and still maintained my close ratio.‖ Remember also that there are successes outside the sales process itself. Did you cooperate with management? Did the sales team work as a cohesive unit? 4.12.3 DISCUSS WHAT WENT POORLY No need to sugarcoat this part of the process. Things go wrong, people make bad decisions, and teams fall short of their goals. But those that don‘t learn from history are doomed to repeat it, so make sure the history is accurately chronicled. Again, specificity is key. ―I didn‘t close as many deals as I wanted to‖ is a good place to start, but losing deals is a result, not an action. To gain a better understanding of your failures, identify what actions led to the given result. For example, ―I failed to close deals because I …‖ ―Struggled to gain my buyer‘s trust.‖ ―Failed to identify the buyer‘s true needs.‖ ―Spent too much time chasing big deals that were dead in the water, while neglecting smaller deals that were much more likely to close.‖ ―Was focused on my own agenda rather than the client‘s objectives.‖ ―Took too long to reach a decision maker.‖ As they did with their successes, everyone should also keep a list of their failures for later reference. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 30 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4.12.4 COVER ALL YOUR BASES Discussing what went well and what went poorly can generate plenty of valuable information, but to mine your team for even more insight, take this time to ask more prompting questions, such as: In what industry were your biggest wins? In what industry were your biggest losses? How long did it take to separate the deals from the duds? What percentage of your monthly prospects led to won deals? What percentage went nowhere? Was your follow-up process as efficient as it could have been? 4.12.5 CONSOLIDATE THE ANSWERS After discussing the successes and failures of the last year, it‘s time to consolidate everyone‘s answers and organize them hierarchically. Which areas are in most need of improvement? Which areas are in least need of improvement? Perhaps a whopping 95% of the sales team spent too much time chasing big deals, while only 15% failed to identify their buyer‘s true needs. Maybe 92% had buyers make multiple purchases, while only 10% managed to shorten their average call time. Now you know which areas to invest the most time and energy into improving. 4.12.6 TURN THE WHAT INTO WHY After everyone‘s successes and failures have been consolidated and organized, the learning can begin. The first step toward improvement is to identify the root cause of any given success or failure. This can be done by turning the what into a why. Some examples: What: Multiple customers rejected my work. Why: I did not clearly articulate what we could deliver. What: I struggled to gain the buyer‘s trust. Why: I made false assumptions about the buyer‘s needs. What: I gave away too many discounts. Why: I was too nice to the buyer and avoided healthy conflict. What: I failed to connect with buyers in a particular industry. Why: I did not tailor your messaging to that particular industry. Now it's time to figure out your why. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 31 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4.12.7 ESTABLISH WHAT WAS LEARNED By now you and your team should be looking at a massive white board filled with successes, failures and the root causes of those successes and failures. To fully establish what was learned, engage in a little linguistic rearranging. For example, if 85% of your salespeople had trouble obtaining face-to-face meetings, and one of the causes was that those salespeople failed to develop a holistic understanding of the customer‘s needs during the initial conversation, then you learned: By developing a more holistic understanding of the customer‘s needs during the initial conversation, I can increase the likelihood of obtaining a face-to-face meeting. Or, if 55% of your salespeople were consistently able to meet their daily sales goals, and one of the causes was that those salespeople focused on the activity rather than the result, then you learned: By focusing on the activity rather than the result, I can increase the likelihood of consistently meeting my daily sales goals. 4.12.8 MAKE AN IMPROVEMENT PLAN After establishing what was learned, all that‘s left to do is identify the actions people can take to improve their shortcomings. If your team learned that by developing a more holistic understanding of the customer‘s needs during the initial conversation, they can increase the likelihood of obtaining a face-to-face meeting. One action they can take is to practice active listening. If your team learned that by focusing on the activity rather than the result, they can increase the likelihood of consistently meeting their daily sales goals. 4.13 REFLECT, REALIZE, REVAMP If comprehensive sales review is conducted, sales team can use the past to improve the future. Identifying, organizing and understanding the root causes of team‘s successes and failures will help determine what worked and what didn‘t, and how to improve. If done well, everyone should walk away from the retrospective feeling confident about the future, and more appreciative of each other. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 32 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4.14 SALES REVIEW PROCESS: FOR THE ENTERPRISE BUSINESS UNIT Figure : 6. Sales Review for EB unit JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 33 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Sales Process and Sales Review 4.15 SALES REVIEW PROCESS:FOR THE EXTERNAL REVIEWER Figure : 7. Sales Review for External Unit 4.16 CONCLUSION This lesson gives the various steps to be followed in selling the EB products to the customers and Sales review process. The sequence of EB sales process and workflow gives emphasis on important things while dealing with EB Customers. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 34 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA 5 SERVICE DELIVERY AND SERVICE LEVEL AGREEMENTS 5.1 LEARNING OBJECTIVES After the completion of the module, the trainee will know about  Features and Components of SLA.  Enterprise Service Delivery 5.2 INTRODUCTION A Service Level Agreement (SLA) is exactly what you might expect. It is a contract between a service provider and a client in which the provider gives guarantees for delivery of some service. In telecommunications, the service might be Internet access or a WAN connectivity service such as frame relay. While most are not used in this tutorial, there are several related terms that you may encounter when reading about SLAs. In creating an SLA, you begin by establishing a set of Service Level Objectives (SLO)—goals that need to be met for the service in question. These are used to specify the Quality of Service (QoS) you desire. With an SLA, a service provider gives a set of Service Level Guarantees (SLG)—promises to meet the SLOs. The provider, in order to ensure that the SGLs are met, will use a Service Level Management (SLM) approach for the operation and delivery of those services. While these terms are not always used consistently, you should be able to understand what is meant from context. An individual SLA is an agreement between a specific client and provider. Of course, a provider may enter into a number of different SLAs, each with a different client, or multiple SLAs with a single client for different services. Similarly, a client/provider pair may be part of a services chain, with the client in one SLA reselling those services (entering into other SLAs as a provider) to other clients. SLAs may also be classified as internal or external. With an external SLA, a formal contract should be issued. This will not be the case with an internal SLA since the divisions within an organization are not considered different legal entities. 5.3 ORGANIZATION OF AN SLA While the format of SLAs may vary from organization to organization, each will have two major parts—a technical section defining service expectation and a contractual or legal section dealing with issues such as fees, non-performance, etc. Each of these sections will probably be divided into multiple subsections. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 35 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA Figure : 8. SERVICE LEVEL AGREEMENT 5.4 SERVICE EXPECTATION An SLA begins by stating exactly what services are needed. This is followed by a specification of the desired level of service, or service expectations. Service expectation addresses several concerns, including availability, performance, accuracy, security, and affordability. While the importance of each of these will vary depending on context, generally the first two, availability and performance, are the most important. Each will be described in turn in this tutorial. Availability: Of all the considerations, availability is usually the most important. If a service isn‘t available, nothing else matters. Availability should be viewed from the perspective of the end-user or the business function for the service. The old adage to keep it simple applies. You‘ll want to consider end-to-end availability rather than availability of the individual parts or services. As a user, if you can‘t get to the part of the network you need, it is irrelevant that other portions of the network are available. It doesn‘t matter, for example, that a web server is available if name services are down and you have to use an IP number to reach the server. Concomitant considerations such as support and security might also be considered as part of general availability but it may be better to consider these separately. Performance: Basically, you are asking if the service is functioning as well as it should. Coming to terms with performance is much more difficult than availability. At a given instance in time, either a service is available or it isn‘t. With performance you must deal with gray areas. At what point does a service fail to be adequate? Typically, performance measurements will come down to questions of volume or speed. For example, in a transaction system, the number of transactions (volume) the system can support are the primary concern. For real-time systems, response time (speed) is the key issue. Of course, measuring these is non-trivial. As with availability, JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 36 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA you should keep this as simple as possible. You should also view this from an end-to- end perspective. Measurement: In accessing availability and performance, the level of detail needed will depend on the technology you are using. For example, you would probably what more details for frame relay connections among multiple sites than for a single T1 connection to an ISP. In general, avoid specific measurements like CPU utilization, latency, error rate, and packet loss. While these numbers can be essential for understanding the behavior of the network, particularly when troubleshooting, they are simply too difficult to interpret for SLA uses. Don‘t collect numbers that you can‘t use or that require too much interpreting. Keep in mind that what is appropriate for one type of service isn‘t acceptable for another. 5% packet loss might be reasonable for HTTP traffic but it isn‘t reasonable for VOIP. Similarly, occasional 500 ms delays may be OK for file transfers, but they aren‘t OK for real-time applications. You should also remember that nothing is ever perfect. You might expect 99.99% percent up-time but don‘t expect 100% up-time. Part of your agreement will need to specify the details of data collection. Who will collect the data? Will the system be monitored continuously or sampled periodically? If periodic collection is used, how often and for how long will data be collected? How will data be collected? Where will it be collected? How will it be analyzed and reported? Who will have access to the reports? How is confidentiality maintained? If these questions aren‘t addressed, then you can expect problems as each of the parties in the contract opt for the most convenient answers. While it is much easier to have the other party do the measurements that requires that you trust their measurements. A particular concern is that the measurements not interfere with the traffic. For this reason, hardware verifiers are sometimes used. These are hardware devices that measure traffic but that are designed so that their operation will not interfere with the traffic, i.e. the devices operate at line speeds without buffering. Alternately, software tools can be used but the selection of such tools is a difficult task. Clearly, the best tool will depend on what is being measured. The bottom line is to avoid being needlessly specific. Remember, in most cases, all you really want is the answer to two questions—is the service available and is it good enough? 5.5 CREATING AN SLA Typically, a service provider will have a standard service level agreement for common services. However, that does not mean that a client cannot further negotiate aspects of the contract. For more complicated business arrangements, the SLA may need to be written for the specific situation. Typically, an in-house team will create an initial draft for an SLA. Putting together such a team requires selecting the appropriate people so that the business, technical, and legal perspectives are considered. This document will then be used as the basis for negotiations. The usual rules for contract negotiations apply—involve the appropriate people at the appropriate levels, avoid one-side negotiations where one side dictates terms, etc. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 37 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA In complex settings, it may be appropriate to approach the problem from a life- cycle perspective. The needs are defined, measured, and evaluated. From this, service level objectives are defined. Suppliers are identified and evaluated. An SLA is created and entered into. Services are monitored. Adjustment are made as needed. This process can be formalized to the degree needed. Ultimately, the goal is to produce a viable contract. One that is clearly defines responsibilities, is attainable, meaningful, cost effective, and mutually acceptable. http://webs.wofford.edu/sloanjd/netlab/oldweb/mng/slas.htm 5.6 SERVICE LEVEL AGREEMENT IN BSNL Introduction: In today‘s cut throat competition, organizations need a robust telecom network for faster, economical and efficient exchange of business information. Organization‘s are willing to extra to get services as per their requirements. This handout explores the concept of Service Level Agreements in telecom sector. Lesson Plan Define SLA SLA components Service Level Metrics: Possible areas to measure Basic terms used in MPLS VPN SLA SLA industry expectations BSNL SLA variants 5.6.1 SLA A performance-based technique where a written agreement is established between the customer and service provider that defines key service objectives, metrics, and acceptable quality levels (AQLs) An SLA is a formally negotiated agreement between two parties. It is a contract that exists between customers and their service provider, client or between service providers. It records the common understanding about services, priorities, responsibilities, guarantee, and such — collectively, the level of service. For example, it may specify the levels of availability, serviceability, performance, operation, or other attributes of the service like billing and even penalties in the case of violation of the SLA. 5.6.2 FEATURES OF SLA SLA is a communication tool SLA is bilateral agreement Effectiveness due to measurable parameters Provides scope for continuous improvement Provides framework for understanding JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 38 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA 5.6.3 SLA COMPONENTS Parties involved Dates of Agreement Service Description Service Availability Service Quality Acceptable levels Metric Measurement and formula [Network related, Customer related, End to End (Availability, Objective, Evolution, Reliability, Utilization, Global vitality, Reachability, Response Time, Outage, Transaction – Successful or Failed) Reporting Rewards, penalties and performance targets Review Procedure Crisis Management and Disputes Resolution Change Process Definitions, people, departments involved, contact details etc. Service Level Metrics: Possible Areas to Measure Network Hosting Application User Performance Support Availability: Server User Help Percent of time the Availability: Interactions: Percent Desk: Response network is available to Percent of time the of successful user time and accuracy users (percentage) server is available interactions in resolving to users (downloads, data trouble tickets (percentage) requests, and so forth) Throughput: Administr Data Transfer: User Capacity of the backbone ation of Servers: Acceptable time lapse Training: Quality connections Acceptable between user request for of user training, within the network‘s response times for data and moment data such as classroom, core (bits/sec) restoring failed screen appears (seconds) online, and so servers (period of forth (customer time) survey) Connection: Data Ease of Use: Needs Acceptable data losses Backup and Quality of customer‘s Assessment: and data latency, plus Storage: experience in using the Quality and bandwidth provisioning Scheduled data application (customer thoroughness of (percent of packet backups that will survey) program for delivery rates) be conducted assessing ongoing (percent of user needs completion) JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 39 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA Security: Protection of applications, data, and services in transit (levels of encryption, number of breaches, and so forth) 5.6.4 BASIC TERMS AS USED IN MPLS VPN SLA 1. Uptime: It is a measure of the time a link has been "up" and running. It came into use to describe the opposite of downtime, times when a link was not operational. In majority of cases it has been observed that the non-availability of link is due to local lead problem, so suitable measures should be taken to make the link available for 99% of the time. 2. Latency: Latency in a packet-switched network is measured either one-way (the time from the source sending a packet to the destination receiving it), or round-trip (the one-way latency from source to destination plus the one-way latency from the destination back to the source). Round-trip latency is more often quoted, because it can be measured from a single point. Note that round trip latency excludes the amount of time that a destination system spends processing the packet. Many software platforms provide a service called ping that can be used to measure round-trip latency. Ping performs no packet processing; it merely sends a response back when it receives a packet (i.e. performs a no-op), thus it is a relatively accurate way of measuring latency. Where precision is important, one-way latency for a link can be more strictly defined as the time from the start of packet transmission to the start of packet reception. The time from the start of packet reception to the end of packet reception is measured separately and called "Serialization Delay". This definition of latency is independent of the link's throughput and the size of the packet, and is the absolute minimum delay possible with that link. The easiest way to measure latency is by using ping command and divide the total time by two, the process is as below: C:\>ping 61.0.0.5 Pinging 61.0.0.5 with 32 bytes of data: Reply from 61.0.0.5: bytes=32 time=10ms TTL=251 Reply from 61.0.0.5: bytes=32 time=11ms TTL=251 Reply from 61.0.0.5: bytes=32 time=10ms TTL=251 Reply from 61.0.0.5: bytes=32 time=33ms TTL=251 Ping statistics for 61.0.0.5: Packets: Sent = 4, Received = 4, Lost = 0 (0% loss), Approximate round trip times in milli-seconds: Minimum = 10ms, Maximum = 33ms, Average = 16ms In the above case the maximum delay is 33 ms hence latency is 33/2 = 16.5 ms. this has to be maintained below 150 ms. Latency in excess can also be due to bad condition of local lead, so as a first check the ping command should be run from the customer router to the Edge router, if the delay is satisfactory i.e. of the order of 5 to 6 ms the case should be discussed with NOC. JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 40 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA 3. Packet Loss: It occurs when one or more packets of data traveling across a computer network fail to reach their destination. Packet loss can be caused by a number of factors, including signal degradation over the network medium, over-saturated network links, corrupted packets rejected in- transit, faulty networking hardware, maligned system drivers or network applications, or normal routing routines. Packet loss is to be maintained below 1%, for this factor also condition of end link i.e. local lead plays an important role. Very roughly this loss can also be calculated through ping command (by looking at the Lost percentage in above example). Here also point-to-point analysis has to be performed. 4. Jitter: It is an unwanted variation of one or more signal characteristics in electronics and telecommunications. This has to be maintained below 25 ms, remedial measures have to be taken in consultation with NOC. Case: BSNL implemented a country wide MPLS VPN network for NTPC for their ERP and other online applications. This implementation has stringent SLA requirements. PC Quest, a technology magazine, rated NTPC ERP implementation project which uses BSNL‘s MPLS VPN network as ―Best IT Implementation of year 2008‖. 1957 is the toll free helpdesk Number at NOC for MPLS VPN 5.7 FORMAT OF BSNL SLA Parameters Standard SLA Classic SLA Premium SLA Customized SLA for T Uptime 99 % Parametersenders as demanded Latency 150 ms Packet Loss 1% subject to technical Jitter 25 ms feasibility, to be Basis of Per Annum Per Per checked from MPLS- Calcul Quarter Month NOC. Otherwise effort ation may be made to get it Service 7 am to 10 pm 7 am to 10 24*7 pm diluted. Window (Working day) (Except National (Working day) Holidays) Premium 5% 10% 15% Value to be decided charges for by SLA (Of concerned circle with total billed the approval of BD cell amount) of BSNL or person with delegated responsibility JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 41 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA SLA rebates For every 10 For every 10 hours in excess of As per tender hours 22 hours in a quarter, a rebate in excess of 88 of 1% of the rental of circuit per hours in a year, a quarter rebate of 2% of the rental of circuit per month SLA rebate for If BSNL fails to meet the SLA parameters As per tender Latency, for Latency / Packet loss / Jitter for a continuous period of 30 minutes,then the customer‘s account packet shall be credited on pro-rata basis by a credit equal loss and to 5 times the period. jitter Upper limit on 10% of the rental 10% of the 10% of the SLA rebate of circuit per Quarterly quarterly rental month rental of of circuit circuit 5.8 ENTERPRISE SERVICE DELIVERY  Introduction: A business deal obtained through hard work can go waste if the supplier is not able to execute it to the satisfaction of client. Such failure not just kills the current project but affects the future contracts also. This session deliberates on various aspects of Service delivery.  Lesson Plan  Responsibilities of SD Manager  Service Delivery Model  BSNL Service Delivery & Service Assurance template DGM Service Delivery is accountable for managing service delivery to one or more client accounts promoting the continuous improvement of productivity, service quality and customer satisfaction.  Service Delivery Manager is focused on: JTO Ph-II Common (CFA/CM/DNIT) Version 1.0 Sep 2021 Page 42 of 329 For Restricted Circulation JTO Phase-II Common(CFA/CM/DNIT) Service Delivery & SLA  Delivering service that meets SLA and delights the customer (KPI: SLA achieved & high customer satisfaction)  Achieving productivity improvements (KPI: Value for cus