On a large Indian mobile phone company’s account is faltering, a post-lunch slowing of a biorhythms is weeping through the call center country Gurgaon and the performance on a floor full of agents working. In Mumbai the slowdown is spotted some 1,400 km away at Aegis grandiosely named global command center. The analyst who notices the falling metrics, reaches for the phone, flagging it to the Gurgaon call center head with a solution cut down on the breaks later that afternoon to bring the back service levels to an even keel. There would have been some tight bladders on the post lunch shift, but the remote sensing ability of the aegis so called the GCC is the nect generation of the outsourcing. The company’s Managing Director and the Global CEO. It will improve the consumer experiennces and inthe process help companies perform a better.
The system like the GCC is a focus on the consultancy and its investment in the training will propel the growth for the emerging star in the steel-tool Essar group of the companies. For the company that has made 18 acquisition in seven years, the aegis is focused on the squeezing growth through the consolidating its spread. They crossed $700 million of the revenue. By March 2012, they want to cross the magic $1 billion mark and the growth that will be organic. The India’s total business process outsourcing or the NPO services revenues was around $17 billion in 2010 to 2011. The another BPO unit from an old economy Indian conglomerate is also pushing the envelope. The earlier model of the Indian outsourcing was based on the labor arbitrage but that alone is not enough now.
It has a new go to market approach in a place which has the company proactively presenting the proposals to the clients rather than merely responding to the request for the proposals or the RFPs floated by outsourcers. This happens more with the existing customers, the works are better in the sales conversion than the traditional method of the responding to RFPs. The business is stickier and the relationships with the partners are more respectful. For one of its unnamed North American customers, Minacs visited the 140 sites across the United States to understand closely the operations. After the six months of the extensive touring, they put forward five proposals, each of which was tailor made to meet their requirements. This changes the competitive landscape as nobody had the kind of the insight.
REFERENCE:
http://businesstoday.intoday.in/story/aegis-from-the-essar-fold-aditya-birla-minacs-bpo/1/19235.html
