REGENT UNIVERSITY COLLEGE OF SCIENCE AND TECHNOLOGY

SCHOOL OF ARTS AND SOCIAL SCIENCES COMPUTER SIMULATION & MODELLING (SICS 4523)

PROJECT PRESENTATION ON A SIMULATION STUDY OF MTN GHANA CALL CENTRE BY FUSEINI NAWARU MOHAMMED (0090209) ATTIPOE WILLIAM ELIKEM (0170210) ADJEI RITA NAALAMLEY (0010210) NETTEY ETHELINDA (0750210) LEVEL 300 (EVENING SCHOOL) LECTURER: MR. PHILIP ASIBU-YARTEY

INTRODUCTION
About MTN GHANA
MTN, the leading telecommunication company in the emerging markets of Africa and the Middle East entered the Ghanaian market following the acquisition of Investcom in July 2006. MTN is currently the market leader in the increasingly competitive mobile telecommunication industry in Ghana with over 8 million active subscriber base representing about 55 percent of the market share. MTN offers subscribers a maze of exciting options under Pay Monthly and Pay As You Go Services.

INTRODUCTION CONT.
MTNs network coverage is extensive, covering all ten regions in Ghana and remote areas. MTN continues to invest heavily in infrastructure to expand its coverage across Ghana. Since its establishment in 1993, MTN has been alive to its responsibilities in society. The MTN Foundation is a framework for initiatives that will ensure the companys pro-active participation in Corporate Social Responsibility projects wherever it operates. Key focus areas are education, health, economic empowerment, music, arts and culture.

VISION
To be the leading telecommunication service provider in emerging markets.

MISSION STATEMENT
Building shareholders value by ensuring maximum customer satisfaction through providing latest telecommunication services, at the most economical rates while meeting its social responsibilities as a good corporate citizen and providing growth prospects for its employees.

KEY PERFORMANCE MEASURES

Higher labour productivity. Effective and efficient management procedures. Good customer care. Dependable Customer service and technical assistance. Innovative services and integrity to customers. Can do spirit.

INDUSTRY ANALYSIS INCLUDING COMPETITORS AND INDUSTRIAL BENCHMARKS: By far MTN is one of the best in its field. It has an ultra modern facility with adequate skilled labour. It is also a customer oriented and cost friendly organisation. Its compertitors include: Tigo Kasapa Vodafone Zain Benchmark: The AT & T is the one of the best telecommunication firms in the world and MTN hopes to attain that standard in the year 2015. One of the benchmarks of MTN is its 24hour accessibility to its customers.

KNOWN PROBLEM AREAS

The long waiting and handling time of the call centre process. Under utilization of the call centre process. Few call centers in the country. Technological problems. Language barrier. High labour turnover

AREA OF CONCENTRATION

The area of concentration of this study will be looking at the long waiting and handling time of the call centre process of MTN - Ghana. This area plays a very significant role in customer satisfaction.

FLOWCHART OF THE MTN CALL CENTRE PROCESS

Customer calls Call is connected to the PABX Call is transferred to Interactive Voice Response

Call Agent answers

Customer states problem N O Complaint is Sent to back office for redress

Yes

problem is solved

Back office solves the problem N o Complaint is forwarded to Intelligence Network (I.N) for solution

yes

Problem is solved and back office calls customer for confirmation

Exit

Exit

Quality Assurance monitoring room

Interactive Voice Response computer system

Call centre Managers room

Call agents Call agents

Supervisor Supervisor

Supervisor

Supervisor

Entrance/ Exit

PROBLEM STATEMENT

The problem statement of this study is long waiting and handling time during the call centre process.

OBJECTIVE OF THE STUDY

The aim of this study is to find solutions that would decrease the long waiting and handling time during the call centre process.

DATA COLLECTION METHODOLOGY

The Data Collection method used included Time Study and Observation. The group observed the activities of the call centre process and noted that MTN has categorized its customers into three segments namely; Silver, Gold and Platinum. From our observation, the Platinum customers normally spent shorter time during the call centre process than the other categories of customers.

DATA COLLECTION METHODOLOGY CONT.

Our time study showed that averagely customers spent between 10 to 20 minutes during the call centre process. Below are the processes involved in the call centre : Customer calls Call is connected to the Private Automatic Branch Exchange (PABX). Call is transferred to the Interactive Voice Response (I.V.R.). Agent answers Customer states problem. If problem can be solved by agent, it is solved and ended If not complaint is sent to back office for redress Back office solves the problem and calls customer for confirmation If back office is unable to solve then they forward the problem to Intelligence Network ( I.N.) for solution. Customer is called and given feedback Then I.N. works on the problem and gives feedback to the customer.

PRESENTATION OF DATA
This chapter deals basically with the presentation of data collected.
PROCESS Call is connected to PABX Call is transferred to IVR Call agent answers Complaint is sent to back office Problem is solved and back office calls customer to confirm Complaint is forwarded to I.N. for solutions Total processing time PROCESSING TIME (In minutes) 1.5 2 3 2 3 1.5 13 PERCENTAGE 11.54% 15.39% 23.08% 15.39% 23.08% 11.54% 100%

Source: field survey, April 2010.

DATA ANALYSIS
The data were gathered in April 2010. Every observation was treated as an independent variable, thus the total number of processes are 6 in the current model used. The most fascinating statistic is that the highest processing time for a process was 3 minutes which was used by the call agent in answering. Additionally, the lowest processing time for a process was 1.5 minutes for the call to be connected to PABX meaning customers at certain times spent considerably longer time within a process, hence customers are not satisfied with the call centre process and would therefore need an improvement.

BOTTLENECKS IN THE SYSTEM

Longer time is spent when call agent answers the call before customer states problem.

ALTERNATIVE PROCESS
Customer calls

Call is connected to the PABX

For product s and services press 1 for yes or 2 No N O Call is transferred to IVR

Yes

Call is transferred to agent

Agent answers the call

Custome r states problem N O

Yes

problem is solved

Press 0 to connect to agent or press star to exit No

Agent answers

Complaint is sent to back office for redress

Exit

Back office solves Ye the s proble m N O Complaint is forwarded to I.N. for solution problem is solved and ended

End

CONCLUSION

We conclude that the alternative model is better than the original model used by MTN Ghana because the Time spent in the total process is reduced from 13.14 minutes to 12.82 minutes. Also, total numbers waiting are reduced from 19.05 to 18.07. This means the . alternative process has a shorter processing time than the current used.

RECOMMENDATIONS
We recommend that the alternative process should be implemented by MTN Ghana because it would reduce the long waiting and handling time that customers spend during the call centre process.