An In Depth Analysis of Customer Care Service Process OF

Grameenphone
MGT 314.6
Faculty- Khan Muhammad Saqiful Alam
Submission Date: 18th April, 2014

Group Members
Name

ID

Md. Sakib Faisal

102 0316 030

Md. Raihanul Islam

111 0230 030

Md. Ashik Rahman

092 0097 030

Nazifa Antara Prome

103 0608 530

Kazia Kamal

091 0651 530

Tashmia Zakia

092 0258 530

An In Depth Analysis of Customer Care Service

Process OF Grameenphone

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Executive Summary
The Report explains the existing customer care service of Grameenphone and then we
presented a proposed improved process based on our learning form the operational management
course. We have identified that customers have to wait longer time to get connected with a
customer care manager. After identifying the existing process map, an improved process has
been suggested in which we removed the processes which create complexities for the selected
subscribers to get connection with customer care manager.
We have also identified two other important process of GP which is product distribution process
and international roaming agreement and suggested a two better process map for this process.
Then, we adopted the 4 Vs diagram for the process and found that the process has high volume,
low visibility, and low variation and average variety. Moreover, in the polar diagrams, we will
see that there's been a low score in terms of speed, quality and moderate cost with the existing
process map. These factors will have an increased score with the new process flow; whereas
dependability in providing quality service will be increased and cost will be remain same.
After that we have used some advanced level tools and techniques like Fish Bone, Business
process reengineering and TPM for more in-depth analysis of the problem. Main outcome of this
analysis is that GPs customer care mangers are not increasing proportionately with respect to its
subscriber.

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Table of Contents

Executive Summary ...................................................................... 3

Introduction ................................................................................. 5
Company Background ................................................................ 5
Operation Strategy Analysis ................................................... 6
4V Model ..................................................................................... 6
Polar Diagrams ......................................................................... 7
Improved Polar Diagram ......................................................... 8
Process Analysis

(GP Customer Care Service Existing

Map) .............................................................................................. 10
GP Customer Care Service-Improved Process Map
.................................................................................................... 11
Prodcut distribution Process.............................................. 12
International Roaming Process (existing) ........................ 14
International Roaming Process (Improved) ...................... 15
Business Improvement tools & techniques .......................... 16
Fish Bone Diagram .................................................................. 16
Total Productive maintenance (TPM): ................................ 17
Business Process Reengineering (BPR) ............................. 19
Recommendation ........................................................................ 20

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Introduction
The objective of this report is to scrutinize and suggest solutions for the customer care
process of Grameenphone which is the largest mobile phone operator in Bangladesh. Many
times it is found that many customers are not satisfied with the services provided by GP
customer care. The main factor behind this dissatisfaction is long holding time on customer care
service. Since, this course is essentially related to operations management, our first task was to
identify the operations flow (i.e. process map) for one of the major processes of the GP customer
care service. We then tried to develop an improved process map and suggested some measures
which could be implemented for the better functioning of the process. Next, we evaluated the
operations process in terms of the 4V Model and we also developed two Polar Diagrams, one
based on the existing state of the organization and one on the improved state. Finally, we tried to
use some advanced level tools and techniques like fishbone, TPM and BPR for analyzing the
problem more deeply and providing diversified scope of solution.
As we are undergraduate level business school student some technical process and
calculation of GP customer care were tough for analyzing like function of AVAYA(an advanced
level software for customer care process) and downtime of the customer care process.

Company Background
Grameenphone, widely Known as GP, is the leading telecommunications service provider
in Bangladesh. One of the major processes of GP is its customer care service and we would like
to Work on that. GP almost have 46.04 million subscribers in our country and support this huge
number of subscribers is very challenging. So as a business student it would be a great learning
for us to know how this corporate giant manages its huge range of customers. People of different
caste, customs, and religions live in our country and there is also language barrier based on
regions. So it will be a great learning for us to know how customer care service deal with people
of different caste, customs, religions, and regions. Also every person has different need and
different types of complaints to fulfill. So as a manager it would be a great learning for us to
know how one should satisfy its customer needs.
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Operation Strategy Analysis

4V Model
Low
High

Volume
Low

High

Variety
High

Low

Variation
High

Visibility

Low

Existing 4V Diagram for GP Customer Care Service Process

VOLUME: Grameenphone is the largest mobile phone operator in the country with more
than 46.04 million subscribers (as of September 2013). The volume for the process of
customer care service is very high since they have to handle the highest number of
subscriber in the diversified field.
VARIETY: There is medium variety in the customer care service process. While each
subscriber may have different needs, they all have to go through the same customer care
service process and customer have to call 121 and then they have to wait for few minutes
for getting service by the customer care manager. Which again is not all that different
among subscriber but not same. Some of the problems can be resolved instantly by the
customer care manger like making new fnf numbers, purchasing internet package and
some of the problems cannot be resolved instantly like excessive deduction of balance,
invalid sim card, registration failed and etc.

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 VARIATION: The demand pattern for the customer care service process varies a bit
according to peak and off peak hour of the day, but thus the demand for it remains steady
throughout the years. Thus variation in this process is very low.
VISIBILITY: The operations exposure to its customer is not very high in Grameenphone
center (GPC). Because, the whole process is, and has to be, guided by the customer care
manager, showing customer how to move through the processs every step and how to
get the exact solution but they dont expose what is going internally. There is a little
scope for giving the customer services directly those who called over phone to GP call
center.

Polar Diagrams
Current Scenario:
There remains a low score in
terms of speed due to huge
number of customer and
limited
customer
care
manager in both GPC and
call
center.
While
a
customer call to GP call
center or visit to GPC they
have to go through a long
queue to get customer
manager free.
The figure illustrates a
moderate score of cost
effectiveness as the system
serves to a large number of
customers in both GPC and
call center.

GP Customer Care Service Process

Cost

Flexibility

Speed
Current Situation

Quality

Dependability

Relatively average score in terms of quality as the overall customer satisfaction is not so good.
Theres a moderate level of dependability in providing good quality of customer service in a
quick manner. Sometimes customer gets the solution instantly but if the nature of the problem is
unusual then customer have to go through a complicated process. There might be also a little
factual report of errors in the process at the time emergency and festival time.
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Flexibility is high as per the demand of diversified customer needs and one to one base service.

Improved Polar Diagram

The product/service life cycle influence on performance of GP Customer Care Service

Process:

Grameenphone is the largest and leading mobile phone operator in the country with more than
46.04 million subscribers (as of September 2013). Grameenphone (GP) reported BDT 47.4
billion revenues for the first half of 2013, a 2.2% increase from the first half of 2012. GP
managed to deliver this growth amid intense market competition, political unrest and inclement
weather across the country.
As GP representing bulk of market share, highest sales revenue and profit among the all mobile
phone operators of Bangladesh we can easily say GP is in the maturity stage of product life
cycle. The dominant operations performance objectives of GP customer care service process
should be lower cost to maintain profit or to allow price reduction. GP should be also dependable
to provide consistently good quality of customer care service as well.
Proposed Scenario:
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GP Customer Care Service Process

Cost

Flexibility

Speed
Current Situation
Target Situation

Quality

Dependability

For providing consistent good quality of service and speed in customer care process GP will
need to be increased the number of well-trained customer care manager and self-service online
customer care service which can be accessed by the customer account anytime and from
anywhere.
As customer care service is one to one basis there is already a significant level of flexibility for
serving wide diversified level of customer need.
Increasing the number of customer care manager and the online self-service customer care
process will increase expenses. As GP is in the maturity level of PLC they should emphasize
more on par-time employee to provide quality customer care service as well as keep the cost
lower.
The dependability will be increased by providing consistently good quality of service in a quick
manner.

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Process Analysis

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(GP Customer Care Service Existing Map)

GP Customer Care Service-Improved Process Map

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Suggestion for the improvement: (GP customer care)

Here contact center is customer service point; we need to concentrate on quality and speed. Here cost and speed is interrelated.
Because as much as customer will be in line that much customer will be charged. Both the company and the customer dont
want to stay on line.

According to companies view per minutes cost is near about 36 taka where as they are charging from a customer only .57 taka
per minutes. So speed is main area to concentrate.

Here in the chart in the first step on the last part we can eliminate the close service request as there is a log for every execution
by the CM.

Here in the critical data service we can send the customers call to their specializes team to solve the problem instantly .It will
not only delight customer but also eliminate open service request raised by CM.

In the second part we can eliminate close service request when giving information to the customers as all the calls are being
recorded by the companys server.

Prodcut distribution Process

Problem of the existing Process:
1. Analyzing daily & weekly strike rate and then finding potential trailers are time consuming.
2. Making delivery quantity only based on regional guideline

Suggestion for the improvement:

1. Analyzing weekly and daily strike rate and based on the analysis determine the potential retailers instantly.
2. Making delivery quantity based on analysis result and regional guide line.

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Product Distribution Process:

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International Roaming Process (existing)

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International Roaming Process (Improved)

Problem of the existing Process:
1. Receiving financial vetting after negation and primary agreement.
2. Exchanging both hard copy and soft of the agreement after the successful negation may make delay to start the active netting
Suggestion for the improvement:
1. Receiving financial vetting at the time of negotiation.
2. Exchanging soft copy of the agreement at the end of the successful negation.

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Business Improvement tools & techniques

Fish Bone Diagram

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Total Productive maintenance (TPM):

The goal of any TPM program is to eliminate losses tied to equipment maintenance or, in other
words, keep equipment producing only good product, as fast as possible with no unplanned
downtime.
TPM are measured using an Overall Equipment Effectiveness (OEE) ratio.
The goals of Overall Equipment Effectiveness (OEE) Calculation:

ITEM

Shift length

DATA

9 hours (540minutes)

Short Break (2)

15 minutes

Lunch Break

30 minutes

Other Breaks

54 minutes

Down time

0 minutes

Ideal rate

1.5 minute per customer

Total call received

No. of unsolved problems

165 (by a single employer)

10

Planned productive time = Shift length-Breaks= (540-30-30-54) = 426 minutes

Operating time= Planned productive time-Down time= (426-0) = 426 minutes
Solved problems= Total call received - No. of unsolved problems= (165-10)=155
Availability= Operating time/ Planned productive time= 426/426=1
Performance= Total call received/ Ideal rate* Operating time= 165/1.5*426=0.258215962
Quality= Solved problems/Total call received= 155/165=0.939393939

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OEE= Availability* Performance* Quality= 1*0.258215962*0.939393939= 0.242566509

OEE=24.26%
Here OEE>85% is considered to be world class but on average a moderate company should
have a OEE of 60% but in this case it is below average so the company is not doing well in case
of TPM.

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Business Process Reengineering (BPR)

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Recommendation
Following recommendations are given to improve customer service process as a whole:
To get maximum benefit from the improved customer care service GP must provide the
details information of the new process in website and a video tutorial to visually show the
new process to the subscriber.
GP should improve OEE by increasing availability, performance & quality
GP should adopt the new process flow which is created by business process
reengineering as it enhances the quality of the process by reducing the number of errors.
Also, speed and cost.
Since customer manager has to handle lots of pressure they need to get a heavy training
like previous recruitment system.

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