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\"\"NEW DELHI: In June this year, Airtel<\/a>, India’s largest telecom provider, declared itself ‘The Open Network<\/a>’. Depending on who you talk to, this was either a leader acknowledging its failings and showing an eagerness to correct them, or a colossal misstep, the brand waving a red flag at the perennially wrathful herd of mobile subscribers.
\n
\nWhat being an Open Network meant was giving subscribers a deeper insight into Airtel’s workings: allowing them to see not just where the network was doing well but why it was not up to scratch, near their home, college, workplace or commute. It invited average Joe subscribers to get in touch and work to improve the service. In ads written with a candour that’s rare in the typically hyperbolic and self-congratulatory space of advertising, the copy on one ad read “While we are brutally honest about admitting we are not the best yet, we’re also fiercely passionate about getting there.” “Tell us where we are going wrong and partner us to make it right,” said another.
\n
The films featured irate consumers venting about Airtel, before being mollified by seeing the entire expanse of Airtel’s network in its war room, shot on location at Manesar. And yes, in case you were wondering, they were real consumers according to Rajiv Mathrani<\/a>, chief brand officer at Airtel: “There was no scripted testimonial which is typically what a brand would do. All we did was get the right set of customers, to showcase different parts of India and the problems they had. I don’t think you will see them in multiple commercials.” Phase 2 of the campaign in September showed complaints being responded to, cell towers installed and happily-ever-after conclusions to at least a few network and buffering problems.
\n
\nIt’s a project that Airtel and its agency Taproot Dentsu regard as way more than a simple ad campaign (even if there are several people who beg to differ, but we’ll get to them in a bit); one that began nine months before the communication rolled out. According to Harmeen Mehta, global chief information officer, Airtel, “We took being transparent as a pledge. The best intel we get on how we are doing is from consumers. We decided it’s not enough to listen to them more: it’s about listening to them all the time.”
\n
\nIt was not a decision that was taken lightly. Angello Dias, co-founder Taproot Dentsu fully expected the campaign, one that by its very nature, highlighted the warts in Airtel’s offering, to be the place where a marketer could conceivably draw the line. He recalls, “There were endemic problems that were not going away like call drops. But the category was in denial in communication terms, creating ads that did not address these issues.” And so, the decision as the leader, to take these head on.
\n
\nInstead of going the typical consumer delight route, the fulcrum for Open Network was engineering. The team created a site that would layer different technologies, to display towers across the country and give an update on signal strength, accessible to subscribers online and via mobile. The backend, Mehta points out, was the same Airtel used internally for planning, optimisation, and quality management.
\n
\nAnd according to Airtel, the results have been very encouraging. Call centre employees instantly know if it’s the network at fault or the consumer’ phone settings that need tweaking. Mehta says, “Our executives believe they’ve become intelligent advisors. Over 70% of issues get addressed in one single call.” Airtel puts a timeline for the resolution of the 30% which may involve a visit by a network engineer and seeking the consumer’s feedback and help on placing a site or tower. It involved increasing the number of on-field engineers by a thousand. So far, over six million unique visitors have hit the website, over 30,000 cellphone sites have been optimised and over 9,000 towers upgraded, says Mathrani.
\n
\nEver since it launched though, the campaign has its share of sceptics and who can blame them? Strangers have bonded, friendships been forged and who knows, people have probably got hitched, over their “my terrible network” stories. Dias claims he deals with sceptics these days by directing them to the Open Network site, so they can see for themselves, the satisfied testimonials and accounts from happy customers.
\n
\nBut there are others who wonder whether the strategy is right. For instance ex adman Tarun Chauhan, founder of TSC Consulting, “I think it was something they did to respond to Jio. It’s a typical my shirt is cleaner than yours FMCG battle.” A strategic misstep says Chauhan, who has worked on telecom through stints at Lowe Lintas and JWT: “The entire game is creating perceived value. Rational value is very difficult to justify in this segment. All it takes is meeting one person who says ‘it doesn’t work’.”
\n
\nIt’s the reason operators across the world appeal to the heart and not the head. Besides, Chauhan argues, in a category that’s so inherently complicated, access to information is unlikely to help: “I don’t care if I have a cell tower on my head or my ass as long as it works. If you say I have eight cell towers, I’ll say that’s good because I don’t know any better. If you say I’ve got 12, I’ll say the same thing.” He believes a brand as big and synonymous with the category as Airtel should not have to justify its existence via such a campaign.
\n
\nMarketing consultant Harish Bijoor sees in the campaign the stance a leader ought to take: “Airtel has changed the strategic direction from you versus me to let us solve this together.” He however feels it has a limited lifespan. “Having said it once, the efficacy of the statement ceases and the novelty is gone.” It’s a problem similar to old Avis line about being number two and trying harder. Being open and giving a ringside view to a struggle is great at one level, but at another, it leaves people with the impression you are always struggling.
\n
\nBefore closing this story, I trawled through the Facebook pages of all the major telecom operators. Right below the latest campaigns and promotions, were the perennial litany of complaints of network indifference and malfeasance. A torrent of unadulterated, frequently hilarious rage, that poured forth, impervious to attempts made by social media teams to soothe frayed tempers. And apparently indifferent to whether a network was or wasn’t open.\n\n<\/body>","next_sibling":[{"msid":55577169,"title":"It's not so easy being a telecom employee, we'll tell you why","entity_type":"ARTICLE","link":"\/news\/its-not-so-easy-being-a-telecom-employee-well-tell-you-why\/55577169","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":55577522,"entity_type":"ARTICLE","title":"Is Bharti Airtel's 'open network' too open for its own good?","synopsis":"In June this year, Airtel, India\u2019s largest telecom provider, declared itself \u2018The Open Network\u2019. Depending on who you talk to, this was either a leader acknowledging its failings and showing an eagerness to correct them, or a colossal misstep","titleseo":"telecomnews\/is-airtels-open-network-too-open-for-its-own-good","status":"ACTIVE","authors":[{"author_name":"Ravi Balakrishnan","author_link":"\/author\/6458\/ravi-balakrishnan","author_image":"https:\/\/etimg.etb2bimg.com\/authorthumb\/6458.cms?width=100&height=100&hostid=268","author_additional":{"thumbsize":false,"msid":6458,"author_name":"Ravi Balakrishnan","author_seo_name":"ravi-balakrishnan","designation":"Editor","agency":false}}],"Alttitle":{"minfo":""},"artag":"ETBrandEquity","artdate":"2016-11-23 13:39:32","lastupd":"2016-11-23 13:39:32","breadcrumbTags":["Airtel","Vodafone","RCom","industry","Rajiv Mathrani","Open Network"],"secinfo":{"seolocation":"telecomnews\/is-airtels-open-network-too-open-for-its-own-good"}}" data-authors="[" ravi balakrishnan"]" data-category-name="" data-category_id="" data-date="2016-11-23" data-index="article_1">

Bharti Airtel的开放网络的开放的好吗?

Airtel在今年6月,印度最大的电信供应商,宣布自己“开放网络”。取决于你和谁说话,这是一个领导人承认失败和表现出急于纠正他们,或者是一个巨大的错误

拉维·
  • 发布于2016年11月23日下午01:39坚持
新德里:今年6月,附近的旅馆印度最大的电信供应商,宣布自己的开放的网络”。取决于你和谁说话,这是一个领导人承认失败和表现出急于纠正,或一个巨大的错误,挥舞着红旗品牌在长期愤怒的移动用户群。

作为一个开放的网络是什么意思是给用户一个更深层次的了解旅馆的运作:允许他们看到不仅在网络做得很好,但为什么它没有达到标准,离家不远,大学,工作场所或上下班。它邀请普通用户取得联系,努力改善服务。在广告与一般双曲罕见的坦率和沾沾自喜的广告空间,复制一个广告阅读”当我们坦言承认我们不是最好的,我们也强烈的热爱。”“告诉我们我们要去哪里错了和伙伴我们使它正确,”另一个说。

电影中愤怒的消费者对Airtel发泄,之前因看到整个片Airtel的网络而在作战室,Manesar拍摄外景。是的,如果你想知道,他们是真正的消费者根据拉吉夫MathraniAirtel首席品牌官:“没有照本宣科的证明,一般是一个品牌要做什么。所有我们所做的是正确的客户,展示不同的印度部分地区和他们的问题。我不认为你会看到他们在多个广告。9月”活动的第二阶段显示出回应投诉,基站安装和快乐的结论至少有一些网络和缓冲问题。

这个项目Airtel及其机构主根电通认为方法比一个简单的广告(即使有几个人恕不同意,但我们会在一点);一开始的前九个月的沟通。根据Harmeen梅赫塔全球首席信息官,Airtel,“我们被透明的承诺。我们相处的最好的英特尔如何从消费者我们正在做。我们决定听他们更多的是不够的:它是关于听。”

这不是轻易作出决定。创始人Angello迪亚斯主根电通完全预期运动,本质上,强调了疣Airtel的祭,是营销者可能画线的地方。他回忆道,“有地方性问题不会像叫滴。但类别是否认在通信方面,创建广告,并没有解决这些问题。“作为领导的决定,采取这些。

而不是典型的消费者喜爱的路线,开放网络工程的支点。团队创建了一个网站,将层不同的技术,显示全国塔和给一个更新在信号强度,可以访问用户在线和通过移动。梅塔指出,后端是同一Airtel在内部用于规划、优化和质量管理。

并根据Airtel,结果非常令人鼓舞。呼叫中心员工立即知道这是网络错误或者消费者的电话设置需要调整。梅塔说,“我们的高管认为他们变得聪明的顾问。70%以上的问题得到解决的一个电话。“Airtel把时间表30%的解决可能需要访问网络工程师和寻求消费者的反馈和帮助将一个网站或塔。它涉及到一千年增加球场上工程师的数量。到目前为止,已经有超过六百万的独立访客点击网站,超过30000手机网站优化,超过9000塔升级,Mathrani说。

不过,自从推出了竞选的怀疑论者,谁又能责怪他们呢?陌生人有保税,友谊是伪造的,谁知道呢,可能人结婚,在“我的可怕的网络”的故事。迪亚斯声称他处理这些天怀疑论者,指挥他们开放的网站,所以他们可以看到自己,满意的推荐,从快乐的客户帐户。

但也有人怀疑这一策略是正确的。比如广告商塔伦Chauhan交货,TSC咨询公司的共同创始人表示,“我认为这是他们Jio做出回应。这是一个典型的我的衬衫比你的干净快速消费品的战斗。“战略失策Chauhan说,他一直从事电信通过分别在劳灵狮广告和智威汤逊:“整个游戏创造感知价值。理性的价值很难证明在这段。只需要满足一个人说‘不工作’。”

这就是为什么世界各地的运营商吸引心灵而不是头脑。Chauhan认为,除了在一个类别本身太复杂,信息获取不太可能帮助:“我不在乎,如果我有一个发射塔在我头上或我的屁股,只要它的工作原理。如果你说我有八个发射塔,我会说很好,因为我不知道任何更好。如果你说我有12日我会说同样的事情。”他认为这么大的品牌和类别的同义词Airtel不应该通过这样的活动来证明它的存在。

营销顾问哈瑞Bijoor看到姿态运动的领导者应该采取:“Airtel已经改变了战略方向从你与我让我们一起解决这个问题。”他不过感觉它有一个有限的寿命。“有一次说,声明停止的功效和新奇。“这是一个问题类似于旧Avis线2号和努力。开放,让比赛场的视图是伟大的在某种程度上的斗争,但在另一个,它留给人们的印象你总是在挣扎。

在结束这个故事之前,我通过所有主要电信运营商的Facebook页面。下面最新的活动和促销,是多年生的一系列网络冷漠和渎职行为的投诉。纯粹的洪流,频繁的愤怒,倒出来,不受由社交媒体团队试图安抚紧张的情绪。显然对网络是否或不开放。
  • 发布于2016年11月23日下午01:39坚持
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\"\"NEW DELHI: In June this year, Airtel<\/a>, India’s largest telecom provider, declared itself ‘The Open Network<\/a>’. Depending on who you talk to, this was either a leader acknowledging its failings and showing an eagerness to correct them, or a colossal misstep, the brand waving a red flag at the perennially wrathful herd of mobile subscribers.
\n
\nWhat being an Open Network meant was giving subscribers a deeper insight into Airtel’s workings: allowing them to see not just where the network was doing well but why it was not up to scratch, near their home, college, workplace or commute. It invited average Joe subscribers to get in touch and work to improve the service. In ads written with a candour that’s rare in the typically hyperbolic and self-congratulatory space of advertising, the copy on one ad read “While we are brutally honest about admitting we are not the best yet, we’re also fiercely passionate about getting there.” “Tell us where we are going wrong and partner us to make it right,” said another.
\n
The films featured irate consumers venting about Airtel, before being mollified by seeing the entire expanse of Airtel’s network in its war room, shot on location at Manesar. And yes, in case you were wondering, they were real consumers according to Rajiv Mathrani<\/a>, chief brand officer at Airtel: “There was no scripted testimonial which is typically what a brand would do. All we did was get the right set of customers, to showcase different parts of India and the problems they had. I don’t think you will see them in multiple commercials.” Phase 2 of the campaign in September showed complaints being responded to, cell towers installed and happily-ever-after conclusions to at least a few network and buffering problems.
\n
\nIt’s a project that Airtel and its agency Taproot Dentsu regard as way more than a simple ad campaign (even if there are several people who beg to differ, but we’ll get to them in a bit); one that began nine months before the communication rolled out. According to Harmeen Mehta, global chief information officer, Airtel, “We took being transparent as a pledge. The best intel we get on how we are doing is from consumers. We decided it’s not enough to listen to them more: it’s about listening to them all the time.”
\n
\nIt was not a decision that was taken lightly. Angello Dias, co-founder Taproot Dentsu fully expected the campaign, one that by its very nature, highlighted the warts in Airtel’s offering, to be the place where a marketer could conceivably draw the line. He recalls, “There were endemic problems that were not going away like call drops. But the category was in denial in communication terms, creating ads that did not address these issues.” And so, the decision as the leader, to take these head on.
\n
\nInstead of going the typical consumer delight route, the fulcrum for Open Network was engineering. The team created a site that would layer different technologies, to display towers across the country and give an update on signal strength, accessible to subscribers online and via mobile. The backend, Mehta points out, was the same Airtel used internally for planning, optimisation, and quality management.
\n
\nAnd according to Airtel, the results have been very encouraging. Call centre employees instantly know if it’s the network at fault or the consumer’ phone settings that need tweaking. Mehta says, “Our executives believe they’ve become intelligent advisors. Over 70% of issues get addressed in one single call.” Airtel puts a timeline for the resolution of the 30% which may involve a visit by a network engineer and seeking the consumer’s feedback and help on placing a site or tower. It involved increasing the number of on-field engineers by a thousand. So far, over six million unique visitors have hit the website, over 30,000 cellphone sites have been optimised and over 9,000 towers upgraded, says Mathrani.
\n
\nEver since it launched though, the campaign has its share of sceptics and who can blame them? Strangers have bonded, friendships been forged and who knows, people have probably got hitched, over their “my terrible network” stories. Dias claims he deals with sceptics these days by directing them to the Open Network site, so they can see for themselves, the satisfied testimonials and accounts from happy customers.
\n
\nBut there are others who wonder whether the strategy is right. For instance ex adman Tarun Chauhan, founder of TSC Consulting, “I think it was something they did to respond to Jio. It’s a typical my shirt is cleaner than yours FMCG battle.” A strategic misstep says Chauhan, who has worked on telecom through stints at Lowe Lintas and JWT: “The entire game is creating perceived value. Rational value is very difficult to justify in this segment. All it takes is meeting one person who says ‘it doesn’t work’.”
\n
\nIt’s the reason operators across the world appeal to the heart and not the head. Besides, Chauhan argues, in a category that’s so inherently complicated, access to information is unlikely to help: “I don’t care if I have a cell tower on my head or my ass as long as it works. If you say I have eight cell towers, I’ll say that’s good because I don’t know any better. If you say I’ve got 12, I’ll say the same thing.” He believes a brand as big and synonymous with the category as Airtel should not have to justify its existence via such a campaign.
\n
\nMarketing consultant Harish Bijoor sees in the campaign the stance a leader ought to take: “Airtel has changed the strategic direction from you versus me to let us solve this together.” He however feels it has a limited lifespan. “Having said it once, the efficacy of the statement ceases and the novelty is gone.” It’s a problem similar to old Avis line about being number two and trying harder. Being open and giving a ringside view to a struggle is great at one level, but at another, it leaves people with the impression you are always struggling.
\n
\nBefore closing this story, I trawled through the Facebook pages of all the major telecom operators. Right below the latest campaigns and promotions, were the perennial litany of complaints of network indifference and malfeasance. A torrent of unadulterated, frequently hilarious rage, that poured forth, impervious to attempts made by social media teams to soothe frayed tempers. And apparently indifferent to whether a network was or wasn’t open.\n\n<\/body>","next_sibling":[{"msid":55577169,"title":"It's not so easy being a telecom employee, we'll tell you why","entity_type":"ARTICLE","link":"\/news\/its-not-so-easy-being-a-telecom-employee-well-tell-you-why\/55577169","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":55577522,"entity_type":"ARTICLE","title":"Is Bharti Airtel's 'open network' too open for its own good?","synopsis":"In June this year, Airtel, India\u2019s largest telecom provider, declared itself \u2018The Open Network\u2019. Depending on who you talk to, this was either a leader acknowledging its failings and showing an eagerness to correct them, or a colossal misstep","titleseo":"telecomnews\/is-airtels-open-network-too-open-for-its-own-good","status":"ACTIVE","authors":[{"author_name":"Ravi Balakrishnan","author_link":"\/author\/6458\/ravi-balakrishnan","author_image":"https:\/\/etimg.etb2bimg.com\/authorthumb\/6458.cms?width=100&height=100&hostid=268","author_additional":{"thumbsize":false,"msid":6458,"author_name":"Ravi Balakrishnan","author_seo_name":"ravi-balakrishnan","designation":"Editor","agency":false}}],"Alttitle":{"minfo":""},"artag":"ETBrandEquity","artdate":"2016-11-23 13:39:32","lastupd":"2016-11-23 13:39:32","breadcrumbTags":["Airtel","Vodafone","RCom","industry","Rajiv Mathrani","Open Network"],"secinfo":{"seolocation":"telecomnews\/is-airtels-open-network-too-open-for-its-own-good"}}" data-news_link="//www.iser-br.com/news/is-airtels-open-network-too-open-for-its-own-good/55577522">