There are already 100 million mobile users in Bangladesh and the market is saturated. Switching of customers from one operator to another has become a major problem in the industry. Retain existing customers and wingback the lappers are major challenge to all the operators. Loyalty program initiation and competitive product offerings and better customer service is the key to retain valued customers. It has been more cost effective to retain existing customers and return back the lappers. In the competitive world of telecommunications, customer churn remains a pressing concern – and an expensive one.
Global competition has raised the cost of acquiring new customers, making it imperative to determine which customers are likely to churn, and which you’d like to keep, so you can take the necessary steps to prevent them from leaving. There are 3-5% churn rate in the market. Bangladesh cellular circles today have five GSM operators and only one CDMA operator?up to six mobile telephony offerings. In this highly competitive scenario, it is natural that almost everybody is switching cellular providers.
While teenagers are attracted by goodies such as free SMS, for executives t could be the free long distance minutes, internet connections and value-adds. But while gaining new customers is good news for any telecoms, the flip side is the loss of customers?or churn, in industry parlance. So mobile telecommunication service providers are putting churn management systems in place, which can almost accurately predict the behavior of fickle customers. Churn is a widely-recognized problem today for most mobile telecommunications providers.
In simple terms churn refers to customers canceling their existing contract only to embark on a relationship with a competing mobile service providers. Many subscribers shift to another vendor due to brand image. Beyond the brand image, higher churn is generally attributed to the numerous tariff options available to customers. A customer may also churn due to billing disputes with a particular vendor?billing fraud also comes into play. More than tariff plans it is the quality of customer service that prompts a customer to Marketing Plan Citadel By mashing in offerings, prices and quality of service offered by different operators.
Cut-throat competition has ensured that there is not much difference between the tariff plans offered by different vendors. This is where customer service and value-added services come into play. If an operator does not anticipate market needs or does not provide value-added services offered by the competitors, then the customer is likely to churn. The Citadel subscribers are primarily dissatisfied with some aspects of the company, such as, network quality, network coverage, standard of handsets, etc.
There are some factors which are greatly valued by all subscribers such as BAT connectivity, lower call rates, quality customer care. Out of these Citadel has scored ell in the first two and having a mixed reaction for the third. The Value Added Services also falls into this category with some calling for more useful services. The privilege service (discount services) for its loyal/high-end users has some disparities with expectations and should work on it, while the some of the privilege benefits intended for the target subscribers have received a good applause from the sample. Situation Analysis Though BTL was the company which first brought cellular service in this subcontinent, it could not be the market leader in the telecoms industry, as of now. The growth rate of the company is slow. The subscriber base might suggest the company is already in the 4th position among the 4 active mobile competitors. From my point of view, it is the technology which is not popular in this part of the world. CDMA technology is the latest technology for mobile communication but maybe too advanced for this market.
But apart from the technology if an operator provides quality service (network, customer care, VASS), offers some attractive packages, and takes initiatives for the subscribers, it is possible to be the market leader. It is Hellenizing to be involved in a work from which the company can benefit. Through surveys are conducted to find about the discount service acceptability among respondents, the customer switching pattern and the satisfaction/dissatisfaction criterion among the existing Citadel subscribers.
Measurements have been taken on possible avenues on which Citadel can work further to offer attractive benefits to its loyal subscribers. 1. 1 Company in the Indian subcontinent. The address of the Head office is: “Pacific Centre” 14, Mikhail C/A Dacha 1212. BTL was founded by Pacific Group Limited and Hutchison Hamper Limited. Citadel is the brand name under which Pacific Bangladesh Telecoms provides wireless telecoms or mobile phone service and products to the general and other customers.
In October 1990, Hutchison Bangladesh Telecoms Limited (HUBS) was formed as a Joint venture between Bangladesh Telecoms Limited (BTL) and Hutchison Hamper Limited of Hong Kong. In March of that year BTL had been issued a license by Bangladesh Telegraph and Telephone Board (BAT) for operating cellular, paging and other wireless communication networks. However, soon there was legal dispute between BAT and BTL regarding the refusal of BAT to roved Public Switch Telecommunication Network (EST.) channels for connectivity to the BAT network.
