Implementation of Business Process

Automation at Nokia Care.

SUBMITTED TO,

PROF. T.K.Singhal

SUBMITTED BY,

 AVIK NIYOGI
(PG09026)

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  JYOTIKA SUMAN
(PG09050)

 KUMAR BHASKAR
(PG09054)

CONTENTS
PAGE
NO.
Acknowledgement ………………………………………………………………………………. 3

Objective ………………………………………………………………………………………… 4

Executive summary ………………………………………………………………………………. 5

Research methodology …………………………………………………………………………… 6

Introduction of Business Process Automation …………………………………………………… 7

Overview of Nokia India …………………………………………………………………………. 13

Nokia Care ……………………………………………………………………………………….. 15

Data Analysis and interpretation …………..……………………………………………………… 16

Chi – square test ………………………………………………………………………………….. 24

Findings …………………………...……………………………………………………………… 26

Conclusion ……………………..…………………………………………………………………. 27

Limitations of the study ……...…………………………………………………………………… 28

Bibliography ……………………………………………………………………………………... 29

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 ACKNOWLEDGEMENT

Any project cannot be done through only of one’s own effort. This project is also not an
exception. Many people directly or indirectly help us to complete this project either in the form
of their ideas and suggestions or by sharing their experience with us. But there are some persons
without whom I was not able to make my project fruitful. First of all I would like to give my
sincere thanks to Prof. T. K. Singal, our faculty of MIS, who has suggested us such a burning
issue as the topic for the project.

Then I would also like to thanks Prof. R. K. Singal and Prof. Lata Singh who has
given us the opportunity to have the experience of project in each and every area of
management study.

Date:
Avik Niyogi(26)

Jyotika Suman(50)

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 Kumar Bhaskar(54)

OBJECTIVES

Primary objectives:

 To find the process of implementation of Business Process Automation at Nokia Care.

 To find the impact of application of business process automation on the working of Nokia
Care.

Secondary objectives:

 To know the details of BPA (Business Process Automation).

 To find out uses and benefits of BPA.

 To find out the technological edge Nokia Care is getting after implementing BPA.

 To find out the ways BPA is helping out Nokia Care operations.

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EXECUTIVE SUMMARY
The project report deals with basic structure and functioning of Nokia Care India. The company
provides after sales service through Nokia care centers located in various cities. These care
centers are equipped with the latest technology and interconnected with the care centers
throughout the country.

With the mission of low cost products and high customer satisfaction, the study sets out talk
about the various ways to automate the business processes focused on addressing customer
request, repairing products/components and recycling.

While following the BPA framework, the strategy has been divided into three major
classifications: Application strategy for automation and integration of the process; Technology
management strategy; and Change management strategy which also incorporate the
comprehensive training program necessary.

The framework enables collection of data, analysis followed by useful implementation through
development of expert system and business intelligence which keeps all the processes
continuously evolving and efficient, thus increasing customer delight.

Our project is based on both the primary and secondary Data Collected through questionnaire
from customers as well as retailers

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Research Methodology

Type of research:

Exploratory Research

Secondary data sources:

Project reports, Newspapers and Magazines, Internet.

Primary data sources:

Questionnaire and personal interview

Sampling area:

Malls and Retail outlets existing nearby area of Dasna, Ghaziabad. Nokia care
near Ghanta ghar.

Sampling technique:

Convenience sampling

Sample size:

• 60 for consumer research

• 15 for retailers research

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Tools for analysis:

Microsoft Excel and SPSS

Introduction:
Business process Automation, or BPA is the use of "technology components to substitute
and/or supplement manual processes to manage information flow within an organization at lower
costs to reduce risk, and increase consistency."

Additionally, the role of management for any business is to maximize their shareholders' ROI
(Return on Investment). In order to achieve these goals, firms must identify any unnecessary
amount of work and eliminate inefficient labor. Consequently, many firms turn to custom
software as their solution.

There are two options that a company is faced with if it decides to utilize software to facilitate
certain business processes: hire a developer on board or hire software consultants. There are four
main techniques for delivering automation of a process.

1. Extension of existing IT systems

As most IT systems are inherently automation engines in themselves, a valid option is to extend
their functionality to enable the desired automation, creating customized linkages between the
disparate application systems where needed. This approach means that the automation can be
tailored specifically to the exact environment of the organization; on the down-side it can be
time-consuming to find the necessary skills either internally or in the marketplace.
2. Purchase of a specialist BPA tool
Specialist companies are now bringing toolsets to market which are purpose-built for the
function of BPA. These companies tend to focus on different industry sectors but their
underlying approach tends to be similar in that they will attempt to provide the shortest route to

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automation by exploiting the user interface layer rather than going deeply into the application
code or databases sitting behind them. They also simplify their own interface to the extent that
these tools can be used directly by non-technically qualified staff. The main advantage of these
toolsets is therefore their speed of deployment; the drawback is that it brings yet another IT
supplier to the organization.

3. Purchase of a Business Process Management solution with BPA extensions

From the discussion below, it can be seen that a Business Process Management system is quite a
different animal from BPA, however it is possible to build automation on the back of a BPM
implementation. The actual tools to achieve this will vary, from writing custom application code
to using specialist BPA tools as described above. The advantages and disadvantages of this
approach are inextricably linked – the BPM implementation provides architecture for all
processes in the business to be mapped, but this in itself delays the automation of individual
processes and so benefits may be lost in the meantime

4. Purchase of a Middleware solution

 Process of Business Process Automation:

The process of BPA rests on three critical pillars referred to as orchestration, integration and
dynamic process automation.

1. Orchestration relies on easy-to-use and visually compelling interfaces, to transform the

data and events into actionable information for enabling decision making.

2. The process of integration on the other hand, allows critical data existing along disparate
platforms to be read, modified and exchanged.

3. The third and the most important pillar of business automation is automated execution
which allows the organization to streamline manual repetitive tasks and manage the
development process to remove the hassles in the long term.

The term business process automation is applied to the spectrum of business process
management tools. The continuum of business process automation encompasses workflow
automation, business process integration, process control and improvements based on business
intelligence and expert systems.

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Business process automation in its simplest form is workflow automation where operational
aspects of a work procedure are computerized by facilitating flow of information. Based on their
complexity from the view point of amenability to automation the business processes can be
classified as follows:

• Administrative processes are one of the most generic and sluggish of all kinds of
business processes – at best symbolized by a moving paper around the sections for a
routine decision. These are the processes that can be automated easily using simple
workflow methodologies, by proper design of validations and interlocks. For example,
approval for business trip can be applied online and the sanctioning authority will have a
fixed time period to say “yes” or “no”, beyond that time system sanctions the tour and the
information is carried forward to finance department for information and administration
department for making arrangements for the trip. Office automation is generic term used
for automating administrative processes.
• Transaction oriented business processes are those that generally result in payments or
receipts. Accuracy of data is of utmost importance here, where automation aims at data
integrity and eliminating multipoint of data entry.
• Critical processes are those processes that are key to the success of the organization.
These are the processes where a company’s major chunk of activities get done and are
critical for delivery of company’s strategy. Data and application integration is the essence
of automation of these processes.

Throughput is a generic measure for any kind of workflow and workflow automation maximizes
it.

In general business process automation is application of principles of manufacturing process

control like measurement of process variables, comparison against standards or set values, closed
loop control mechanisms etc. - all this using available features of information technology
- BPM provides repository of tools for just the same.

Generally breakthrough improvements in business processes are taken up as a project and once
the projects goals are accomplished, the processes are standardized and remains largely
unchanged (but for occasional interventions by participants to eliminate glaringly visible flaws in
the processes). But availability of process modeling and simulation tools have given business
processes the ability to adapt to ever changing dynamics in the market place and incorporate
improvements in the processes.

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Most important thing to note is that business process automation is not simply automating or
computerizing the tasks that are being conducted manually. It provides an opportunity to probe
and eliminate underlying assumptions around the manual tasks. For example, the basic
assumption of purchase order against indents even for general spares can be defeated by the
realization that general spares can be ordered automatically based on the inventory levels.
Automation is an opportunity to simplify work and get rid of repetitive tasks and non value
adding activities.

Next, business process automation deals with most common delays associated with business
processes – delays due to reluctance of people in making decisions, lack of right information and
separation of decision making authority from points in the process requiring decisions.
Computerized information flows can be deployed to bring routine decisions closer to the process,
with the help of integrated process data and optimizing software, which can in the worst case
provide process participants with the most viable options to choose from. This brings the
decisions right where they belong – to the frontline.

Another important aspect that business process automation addresses is that effectiveness of
business processes is marred by the erroneous data that gets processed. Through automation it
can be ensured that there is a single point of data entry, and validated through built-in controls or
even better, if manual entry can be done away with altogether and process data is captured
through automated transactions.

One point that emerges strongly from the above discussion is that the business process
automation is oriented around the desired outcome and not around the tasks – against the popular
notion that business process automation is about automating the individual tasks to achieve the
speed.

Speed comes not from automating all the manual tasks, but from dissemination of error
free information, faster and informed decisions, and better understanding of the
dependencies through challenging the underlying assumptions in the system.

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  A new approach to Business Process Automation:

Introducing Communications‐Based Process Automation (CBPA) – solutions that focus on the

automation of the process AND the communications that drive them. It proposes that we use
communications technologies and practices that have been proven over decades in contact
centers as the foundation for process automation:

 Intelligent queuing and routing – The technology used to queue calls for delivery to
the right agent with the right skills in the contact center can also provide the orderly
prioritization and delivery of work to the right people in the organization.

 Presence – A communications‐based process automation solution can make use of

presence information when it decides how to deliver work based on a person’s availability.

 WFM – Demand forecasting and agent scheduling techniques that allow contact centers
to make sure that they have sufficient personnel to handle the expected load.

 Recording – Capturing the communication method used between a customer and an

agent (calls, chats, emails, faxes) becomes even more valuable when recording and
reviewing communications between parties within a business process, especially for
guideline adherence and compliance.

 Real‐time monitoring – Contact center supervisors demand real-time visibility to

monitor agent performance and ensure service levels are met. These same capabilities
provide managers and executives’ real-time visibility into every step of the work process,
including statistics and alerts to errors and delays, and the ability to “coach” employees
through processes as needed.

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  VoIP - provides complete location-independence, enabling employees to participate in
businesses processes from anywhere in the world.

The Benefits of Business Process Automation:

 Virtually eliminate time spent handling, retrieving, filing, distributing, faxing, copying,
organizing and searching for paperwork. It may save thousands of dollars on paper alone.

 Save hundreds or even thousands of work hours a year by automating routine tasks
with macros and programming.

 Implementing a fixed method of work flow ensures that the procedures and methods of
doing business are maintained, that project status can be easily tracked (through reporting,
etc.) and simplifies the task of training new employees.

 A centralized location for documentation in addition to a systematized approach for

retrieving needed reports, documents and specifications ensures that everyone has the access
to the they need to correct, up-to-date information. Information that is created, captured,
stored and maintained in a predetermined, organized format is more complete, easier to work
with and allows for greater consistency.

 Elimination or minimization of double entry. In other words, data should only need to
be entered in the computer one time. In addition to double entry equating to unnecessary
double work, there is the problem of updating important information in one file and not
another. For example, a clerk at a law firm may update a person’s contact information in their
customer database and fail to notify the paralegals, which may be responsible for updating
the client’s address in the client’s document and contract files.

 Elimination or minimization of duplicate files. If more than one person is responsible

for working on or reviewing the same files, a common problem is that duplicate copies of the
subject files exist on the network. When there are duplicate files in use, assuming the error is
caught, additional time must be spent combining those files.

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  A higher level of constancy can be had by automating the creation of documents based
on information already included in the database.

 Accomplish work more quickly, which in turn shortens the billing and production
cycles.

OVERVIEW OF NOKIA INDIA

Nokia has been a pioneer of the cellular technology growth for India when it started with the
first cellular call made a decade ago through a Nokia handset and over a Nokia network.

Businesses in India include:

 Devices business

 R & D centers

 Services business

 Design Studio

 Infrastructure business

 Manufacturing in India

Vision:
“Our promise is to help people feel close to what is important to them. People want to be truly
connected, independent of time and place, in a way that is very personal to them. And, Nokia’s
promise is to connect people in new and better ways.”

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Mission:
Nokia’s mission is to increase customer base by reducing cost and enhanced customer
satisfaction.

Goals:
• Become leader of enterprise mobility, while focusing on the voice, multimedia and mobile
services
• Overtake rivals in terms of technology and features, while maintaining cost advantage
• Increase fraction of handsets with touch screens and Symbian user interface
• Improve growth rate in sales by 25% in two years by improving penetration into tier 3 cities
and villages taking advantage of the increasing tele-density
• Improve post sale services to improve customer satisfaction indices
• Recycle and improve technologies to reduce cost of owning a handset by 10% in a year
• Good and responsible contribution in societies of operation while reducing waste to minimum.

Business Strategy:

Nokia’s strategy is to build trusted consumer relationships by offering compelling and valued
consumer solutions that combine beautiful devices with context enriched services. It focuses on
the strategy to lower the cost of owning and operating a mobile phone and to bring the benefits of
mobile telephony to people in emerging markets.

Operation strategy:

• Improve production flexibility to manage the reducing product life cycles

• Enhance production process efficiency & access to cheaper resources like components, skilled
labor
• Increase the product variety to satisfactorily cater the needs of the customer from the mass to
HNW
• Better quality of handsets to act as a competitive advantage

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• Keep customer at the center while developing a product using feedback, primary research,
CRM etc.
• Promote customer care as a key differentiator
• Go green by encouraging recycling and using environment friendly or disposable material.

Nokia Care

Mission:
Derived from the corporate goals and strategies, its mission is the high commitment towards the
customer and focus on providing excellent post sales services.

Goals of Nokia India Care:

These goals have been developed based on the external facing operation strategies:

• Extended customer care service over the original manufacturer’s limited warranty
• Customer ease
• Encourage recycling of products
• Quality servicing within record time through higher location penetration, state of the art
technology, engineers etc. modeled on the global Nokia care
• Customers
• Nokia care work force
• Hardware vendor
• Society and environment

Objectives of BPA at Nokia India Care:

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To reach the goals described above, it is necessary to automate the processes keeping the
following expectations/objectives:

• Improve customer loyalty and retention levels by increasing efficiency and effectiveness of
responses to customer requests
• Bring flexibility to accommodate varying servicing plans
• Reduce costs
• Improve response times
• Simplify process for better understanding and use by customer
• Reduce post purchase support costs for customers
• Automate service delivery by using location centric approaches to identify problem location,
nature, response responsibility.

Data Presentation and analysis

Customers Feedback(sample size 60)
1. Which handset right now you are using? (you can tick more than one)

a) Nokia

b) Motorola

c) Samsung

d) Sony

e) Micromax

f) LG

g) If other, please specify………………...

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 • In Indian mobile handset market Nokia has the highest market share according to the survey.

• In our survey we got the maximum number of people using Nokia .We have seen the brand has
the highest level of loyalty in basic phone

• Micromax is the coming threat for Nokia according to the customers for service quality according
to the survey

2. Mark the following in the order of your preference in terms of quality and services. (1-
highest, 5- lowest)

a) Nokia

b) Motorola

c) Samsung

d) Sony

e) Micromax

f) LG

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Ranking Handset

First Nokia

Second Sony

Third LG

3. How do you find your existing Nokia care services?

Excellent Good Neither good nor Bad Very bad

bad

• People has a belief that Nokia has a good customer service even if the customer is not the
user of Nokia

• 13 % of the people are told that the services are not so special .Those are the user of
Nokia or was the previous customer of Nokia.

• No respondents are given the bad feedback on the Nokia service

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 4. How often do you find delay in Nokia care services?

Very often Frequently Some time with Rarely Never

valid reason

• Nearly half of the respondents have the rear experience of delay in the Nokia service

• 7% people have a frequent experience of delay in Nokia care services

5. Do you find any improvement in the servicing of Nokia care since last 10 years?

a) Yes

b) No

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 c) Can’t say

• Nearly 70% of people think that business process automation helps the mobile service
provider to increase its efficiency on customers dealing.

• 20% of people think that the BPA does not help in improved customer service

• It shows the people have a positive attitude over technology and the systems in which
information in processed and treated

• The survey shows that automation may be the factor of attraction for new customer of
Nokia phone

6. Rate the following in terms of Nokia care services?

a) Quality 6

b) Cost 6

3
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 c) Efficiency

• 40 % of people are believed that the BPA saves cost and another 40% stands in favour of
quality improvement. Rest 20% think that the constraint of time bound is helped by
business process automation

• This pie chart is based on the data which is the first priorities of the respondents. Mainly
the people focus on cost effectiveness and quality whereas time is the secondary priority
while servicing a mobile or solving a problem regarding handset

7. Do you think that business process automation will help the company to provide better
services to its customer?

a) Yes

b) No

c) Can’t say

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 • This pie chart says about the total effectiveness on the communication process of the
company to its distribution channel as well as the customer

• 67% of people says that it improve the total communication. 20% people are indifferent
and rest 13% said that there is no improvement in communication and efficiency

• Mainly we have seen that the customers who are not using the brand has the negative
impact

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Data interpretation and analysis of Retailers
(sample size 15)

• Here we can see more than half of the retailers are glad in the service quality
of Nokia

• No retailer has given extremely bad feedback to Nokia. 2 people have given
bad feedback as they are suffering now a days for quality

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 • We have got only 3 variety of good feedback in terms of cost of the service. Even after
the warranty period they are giving the services in a very reasonable cost

• Half of the respondent retailer said that it is very good .5 retailer have the ecstasy for the
for servicing Nokia Brand

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 • Prompt action is one of the main result of BPA in Nokia care
• Most of the retailer has given excellent feedback for Nokia care service

• Only one retailer in the sample has given bad feedback for the time bound activity for
Nokia care

Chi-square test results for in retailer(expected is service quality

feedback in customers feedback)

Quality feedback
Null hypothesis: There is no significant difference on
opinion of retailer and consumers
Review data
Row # Category Observed Expected # Expected
1 excellent 3 1.95 13.000%
2 very good 8 10.05 67.000%
3 satisfactory 3 2.7 18.000%
4 Bad 1 0.15 1.000%
5 very bad 0 0.15 1.000%

P value and statistical significance:

Chi squared equals 5.984 with 4 degrees of freedom.
The two-tailed P value equals 0.2004
By conventional criteria, this difference is considered to be not statistically significant.

Cost feedback
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Null hypothesis: There is no significant difference on
opinion of retailer and consumers
Review data:
Row # Category Observed Expected # Expected
1 excellent 5 1.95 13.000%
2 very good 7 10.05 67.000%
3 satisfactory 3 2.7 18.000%
4 Bad 0 0.15 1.000%
5 very bad 0 0.15 1.000%

P value and statistical significance:

Chi squared equals 6.029 with 4 degrees of freedom.
The two-tailed P value equals 0.1970
By conventional criteria, this difference is considered to be not statistically significant.

Efficiency feedback
Null hypothesis: There is no significant difference on
opinion of retailer and consumers
Review your data:
Row # Category Observed Expected # Expected
1 excellent 6 1.95 13.000%
2 very good 6 10.05 67.000%
3 satisfactory 2 2.7 18.000%
4 Bad 1 0.15 1.000%
5 very bad 0 0.15 1.000%

P value and statistical significance:

Chi squared equals 15.192 with 4 degrees of freedom.
The two-tailed P value equals 0.0043
By conventional criteria, this difference is considered to be very statistically significant.

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Note:

• Here the expected percentage are taken according to the feedback of consumers service
• Bad and very bad feedback are taken of 1% because of considering whole data division

• Expected data are compared in all three level of constraints from the retailers

Findings

• Retailers opinion over the service quality, cost and efficiency is not significantly different
than the consumers’ feedback on the service quality because of business process
automation.

• People have faith over the Business process automation of Nokia care because it was the
pioneer of the cellular service in India as well as the main player in mobile handset
market and accessories

• Business process automation leads to cost reduction in communication and ease the
process of service very efficiently according to the customers’ feedback

• Regularly updated platform integrated with the central database and tools used internally
by the Nokia care workforce results in providing sustainable competitive advantage

• With the arrival of this BPA the consistency has reached to a new level.

• Apart from cost reduction it helps the employer and employee both of the Nokia care to
save time and their energy to remain up to date with the current status.

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Conclusion

Many software applications are functionally disparate. Any business may have two or more
software applications that each performs an individual function, but are incapable of
communicating or sharing information when it is time to produce a final report or analysis.
Custom software developers can modify existing software applications to allow for collaboration.
Therefore, in order to get rid of all these problems the Business Process Automation is a major
tool of solutions. Such an interface can provide many manual reporting and other daily business
tasks.

BPA mainly focuses on streamlining, optimizing and automating the various key processes that
helps in effectively driving the key value of an organization. Business Process Automation
Solutions primarily focus on integrating applications, reducing labor cost by using business
automation software throughout the organization. Moreover it facilitates an organization to
execute and observe various business processes that span organizational boundaries & computer
network and improve them constantly. Highlighting about best advantages of BPA Software are
it makes business process faster, and further leverages present IT assets and applications to
deduce operational errors.

Thus, in this way at Nokia care it helps a lot to increase their efficiency and thereby performance
by saving time, money, energy and labor. The people at Nokia care are fully in favor of this
business Process Automation and feel the change with this automation services.

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Limitation of the study

• Time and resource constraint was present throughout the study

• We are not able to collect required amount of data sample that we have earlier planned of.

• The respondents might be biased while giving the responses.

• The information collected are may be insufficient to reach the right conclusion.

• It may be possible that we are not able to go the level of depth that is needed to justify the
topic.

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Bibliography
Case studies:
• Nokia's Strategy in India
• Press releases - Nokia India

• Report on Business Process Automation

Websites:
• http://www.nokia.co.in/get-support-a...are/contact-us
• www.google.com
• www.wikipedia.com
• www.nokiacare.com

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