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Presentation on Effectiveness and Efficiency of British telecom.

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Introduction

Presentation on Effectiveness and Efficiency of British telecom BT's origins date all the way back to the inception of the first telecommunications companies in the United Kingdom, starting with the introduction of the first commercial telegraph service in the early nineteenth century. As these companies amalgamated, were taken over or collapsed, the survivors were eventually transferred to state control under the Post Office and ultimately to the privatised British Telecommunications plc. On 19 July 1982, the Government formally announced its intention to privatise British Telecom with the sale of up to 51 per cent of the company's shares to private investors. British Telecom's flotation was the first in a series of privatisations of state-owned utilities throughout the 1980s and into the 1990s. The new BT is structured so that BT Group plc provides a holding company for the separately managed businesses which make up the group. These are BT Retail, BT Wholesale, BT openworld and BT Ignite, each of which has the freedom to focus on its own markets and customers. By understanding their customers better, they can move quickly to seize opportunities and meet challenges. I will be looking at BT Retail in particular today and looking at the main role and the aims that the organisation attempts to achieve. ...read more.

Middle

To enable Bt to operate its services effectively, it has to rely heavily on call-centres to support its customers. There are several measures of efficiency that can be used to identify how efficient or inefficient they are. One obvious ratio would be : Number of calls per hour / number of operators available = Number of calls per hour per operator. However it has to be said that these figures would be different depending on what department is being looked at, for instance someone who was working in the faults department would take considerably less calls than for say someone working in directory enquiries who on average would be taking a call every 20 seconds. By analysing the number of calls that are taken throughout the day, the managers at BT could establish how many operators are needed at differing times throughout the day, for example, the demand for the 151 service which is the business customer service department would be significantly lower at the evenings and weekend and for BT to effectively use its Labour, it would reduce the number of people working at those times. A department such as Faults would have a different efficiency target to try to achieve, the promise that Bt makes to its residential customers is that if they have a fault, by the next working day they will have fixed it. ...read more.

Conclusion

The ratio that looks at the number of customers leaving BT is more important than the number of new customers that Bt may attract, this is because those customers are leaving BT for a reason, it would be crucial for a company like BT to identify those reasons and attempt to rectify them if possible. It has been said that it costs 5 times as much to attract a new customer than it does to keep an existing customer, by identifying the reasons that makes customers feel disgruntled and eventually leave. Research done by the company themselves has found that : Customers do not find the companies processes simple or flexible 50% of customers do not believe they are kept informed Approximately 40 % of customers do not believe that promises are kept by the company 40% of customers say it is unacceptable to contact Bt more than once for the same enquiry. To try to rectify these problems, it would be advisable for the different departments within BT to : Be friendly. Show that you understand. Give the customer the benefit of the doubt. Don't be afraid to say sorry. Don't leave the customer in the dark. Don't blame another part of BT And most importantly take responsibility and keep any promises that are made. ...read more.

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