Raman Roy

1
From Cost Arbitrage to Value Creation Through
Service Excellence
20th December 2006 Hotel Le-Meridian, New
Delhi

• Raman Roy
• Chairman Managing Director

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Customers Needs are Changing Rapidly
More for Less
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The Business world is facing some realities

• Seek the best solution wherever it can be found
• inside or outside the company
• inside or outside country

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Together These Create Opportunities-
On a Global Platform
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BPO industry size
The 100bn global outsourcing market will grow at
CAGR of gt 9
Worldwide BPO Spend
100 173bn
37 bn

• CAGR 9.5

• ROW

21
100 110bn
23 bn
39 bn

• ROW

21

• Europe

23

• CAGR 9.6

25 bn

• Europe

22.6
97 bn

• 62 bn

• North
• America

• CAGR 9.3

62 bn

• 62 bn

56

• North
• America

56.4
2002
2007
Source Gartner
US will continue to constitute majority of the
BPO market
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BPO industry size in India 2005-06

• ITES-BPO segment has registered a growth of 37
  to reach US6.3 Billion in 2005-06

Without Captives this is less than 2!!
ITES BPO employee base has grown at a CAGR of
161 percent, from 42,000 in 2001-02 to 415,000 in
FY 05-06
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The Customer Loyalty Ladder
PARTNER
Customer Keeping
Advocate
Supporter
Client
Customer
Customer Catching
Prospect
Companies Spend
Too Much Time Here
TargetProspect
Service Quality can significantly impact Customer
Loyalty
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Service Excellence is about
Each round of achievement builds further momentum
and passion toward a mind-set of service
excellence
Making ordinary people do extraordinary things.
Equip them with proper tools and create Pride of
workmanship
Creating Positive Moments of Truth at every
conceivable touch point with customers
Creating Passion For Excellence
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Critical Elements Of Service Excellence

• Understanding requirements of International
  Environment
• Expectations are of a very different nature
• Just meeting expectations is not good enough
• Need capability to deliver ever improving
  performance and exceed expectations
• ..on a continuous basis

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Leadership for service excellence means

• Making people feel empowered (proactively look
  for improvement opportunities and accept
  responsibility for continuous improvement)
• Building pride in the workplace
• Leadership has great responsibility for training
  and retraining rather than just blame
• Leaders need to focus on people, processes and
  technology

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Service Excellence Framework
Tools and methodologies to bring about continuous
improvement work culture
Continuous Improvement
People
Processes
Technology
Innovative People Practices for a
maturing Outsourcing industry
Error proofing to eliminate chances
for mistakes accidental or deliberate
Best practices from Established Standards
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Quatrro Service Excellence Framework
Tools and methodologies to bring about continuous
improvement work culture
Lean Waste Red Methodology
Six Sigma Var Red Exp Improvement Methodology
Kaizen (People Involvement Incremental
Improvement Methodology)
People Deming People Practices
Processes BPMS, Compliant to applicable
quality standards
Technology ISO 27001, Technology Platform Design
on DFSS
Innovative People Practices for a
maturing Outsourcing industry
Error proofing to eliminate chances
for mistakes accidental or deliberate
Best practices from COPC (Gold), ISO 27001,
PCMM, CMM, SAS 70
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Client Engagement Evolution Increasing Value
50

• Process Optimization Best in class
• Macro end user improvement projects
• On Site Consulting BB Deployment
• Best Practice Sharing Consolidation

Process Re- engineering
45
End-to-end process augmentation
40

• Process Improvement using Six Sigma (DMAIC),
  LEAN, Kaizen
• Automation

Process Optimization
35
Improve
30
Cost Savings Standardization of processes
Enhancing Customer Value Across Process Life
Cycle Extensive Deployment Of Quality Tools
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The Potential is HUGE
It is upto us to realise the potential!!!!!!!
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Questions?
raman.roy_at_quatrro.com