Germany is Whitepaper Service Desk Finance Industry 0212-1

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White Paper

Service Desks by TCS:

Ecient and Eective

Structures in IT Support

or the Finance Industry –

a Case Study

The nancial sector is acing a number o challenges –

markets are continuing to react volatilely, while requirements

are on the rise. Here especially, a high-perormance IT

inrastructure is essential or responding immediately to

market movements. The pressure to reduce operating and

support costs is, however, also on the rise in the IT sector.

But how can elementary business processes be improved

and costs reduced – without limiting service oerings and

quality? This technical article, using a practical business

example, describes how Tata Consultancy Services (TCS)

supported a global nancial services rm in improving

service-desk oering. The success o this project depended

on uniorm, ully integrated processes that are subject to

constant quality control and customer-specic service level

agreements (SLAs), and on a risk-ree transition strategy

with low overall long-term costs.



2

Management Summary

In banking and nance in particular, a high-perormance IT inrastructure is essential or responding immediately

to market movements. IT support plays a crucial role here – it has to handle requests as quickly and eciently as

possible. The pressure to reduce operating and support costs is, however, also on the rise in the IT sector.

Against this background, TCS developed, or a leading European nancial services provider, a new nearshoring/

oshoring operating model or IT support, including a migration scenario and implementation. TCS, a specialist in

both IT and outsourcing, handled all the stages o work – rom planning down to support services.

TCS consolidated the service desks – previously been scattered across Europe – into one central Contact Center. It

serves as an enterprise-wide place or IT support, ensuring a consistent customer experience. The nancial services

provider benets rom aster, more reliable and cheaper services resulting rom an eective combination o near-

shore and oshore components with best-o-breed processes. Transparency and service quality are guaranteed by

comprehensive quality management according to internationally recognized standards, as well as SLAs tailored to

the customer. This case study examines the general requirements o the project, the approach taken and points o

added value to the business in an anonymous orm.

About the Author

David Zion holds the position o Lead Engagement Manager or industry-wide inrastructure services at TCS.

During his tenure at IBM as a senior client solution executive, he was responsible or business development o large out-

sourcing projects in Germany. Based on 20 years o experience in sales management, he was also responsible there

or the Sotware-as-a-Service and Cloud Computing units. Previously, Zion had provided business development and

sales assistance both to the computer and sotware manuacturer Sun Microsystems and to the computer manuacturer

Digital Equipment.



3

Table o Contents

Customer Prole 4

Terms o Reerence 4

Goals o the Project 4

Excursus: The TCS Value Proposition –

Competent, Scalable and Cost-eective IT Support,

Including Inrastructure 5Approach and Scenario or a Solution 6

Customized Analysis or Accurate Results 6

Three-tier Service Architecture 6

Nearshoring and Oshoring in Perect Harmony 7

Qualication o Service-Desk Sta Members 8

Service Workfow 8

Service Level Agreements and Reporting 9

Quality Management and Security 9

Implementation 9

Key Results at a Glance 11

In a Nutshell 12

Appendix

IT Service Desk-related Project Reerences 13

Reerences or Support Services

in Various European Languages 15



4

Customer Prole

The nancial sector is acing a number o challenges –

markets continue to react volatilely while requirements

are on the rise. Political calls grow louder or bigger

capital cushions and a general levy on banks, while

shareholders demand constantly increasing returns.

In this situation, all companies in the sector need to

reduce costs. At the same time, undamental business

processes have to become more eicient, yet stillensure the same or better service.

A leading European inancial services provider con-

tracted the IT, consultancy and outsourcing specialists

at worldwide TCS. Its goal was to replace the structures

at its Contact Center or IT support, so as to reduce

operating and support costs while boosting eciency,

especially in the IT unit.

The client is part o a corporate group with multiplenancial services companies. The group employs more

than 160,000 people and has over 9,500 branch oces.

It is represented in 50 markets worldwide, including 22

European countries, primarily in Central and Eastern

Europe, in addition to Italy. It is a leading company in

the asset-management sector.

Terms o Reerence

The provider asked TCS to redesign its Contact Center,

which is responsible or telephone IT support. TCS was

to handle all stages o work, rom planning down to the

various services.

The initial situation: The customer‘s IT support was

handled entirely by telephone, using a service desk

tool, ”Remedy and Multichannel Contact Center System“

manuactured by Genesys. Approximately 3,000 users,

with regional ocuses in the United Kingdom, Italy andGermany, handled around 10,000 calls per month.

These broke down primarily into the ollowing subject

categories: user and access rights management, problems

with desktop hardware, specic business applications

and the Microsot Oce package.

The Contact Center was available around the clock to

the nancial services provider‘s employees: From 7 a.m.

to 9 p.m., support was provided in English, Italian or

German; between 9 p.m. and 7 a.m. in English only.

Contact Center locations were spread over the UK,

Germany and Italy. The customer designed all work-

fows and processes itsel. These diered rom location

to location, which resulted in inconsistencies in service.

Goals o the Project

To describe the initial situation and existing processes

in detail, TCS, together with the client company, rst

perormed a comprehensive stocktaking. Next, a desired

result was designed and recorded in workshops. This

process included specic project goals:

Consolidating the service desks spread across Europe

into a central Contact Center or IT support.

Consistent customer experience based on an enter-

prise-wide and comprehensive service model.

More ecient processes with a higher service quality

and success rate.

Sustainably lower costs rom outsourcing to TCS with

transparent services and, in the long term, rom

reducing support in German and Italian.

More fexibility or request spikes to support.

Greater transparency and consistently high service

quality through industry-specic benchmark SLAs

and ITIL-compliant processes.



5

Excursus:

The TCS Value Proposition – Competent, Scalable and Cost-eective IT Support,

Including Inrastructure

Tata Consultancy Services (TCS) is a worldwide provider o

IT, consulting and outsourcing services, as well as business

solutions that together bring ast and lasting beneits –

especially or companies that operate globally.

IT inrastructure services are among TCS‘s core compe-

tencies. More than 12,500 consultants provide customers

worldwide with a comprehensive range o services – rom

computer-center operations to end-user management,

innovative IT service desk solutions and transormation

solutions.

Customers get scalable, fexible and transparent solutions

that can be tailored to their particular requirements, enab-

ling them to reduce operating costs, while avoiding having

to invest in systems and hardware. At the same time, they

increase their room to maneuver so they can again ocus

on their core business. All services meet the highest privacy

and data-security requirements. Geared to ITIL standards,

services rom TCS provide ast and consistently high customer

benets.

TCS assists customers rom all industries to restructure their

IT support or redesign it rom scratch. This includes IT security

and monitoring, as well as management o identication

processes and access rights. This consulting service provi-

der also oers innovative solutions that enable previously

separate support units to be merged into one integrated,

uniorm and enterprise-wide service desk. TCS handles all

the stages o work or customers – rom planning through

integrating technological inrastructure down to the end

help desk services.

TCS currently operates more than 20 IT help desk centers

worldwide, which oer comprehensive, high-quality sup-

port around the clock in more than 30 languages. Close to

1,500 qualied employees handle over six million calls per

year. These IT help desk centers are an integral part o TCS‘sunique Global Network Delivery Model TM (GNDM TM). It opens

access or TCS customers to virtually any scalable resources

desired or consistently high-quality service at low cost. A

migration strategy tailored to individual customer require-

ments minimizes transormation and handover risks. TCS‘s

technology partners in the IT service desk eld include BMC

Sotware, HP and CA Technologies.



6

Approach and Scenario or a Solution

The central element o TCS‘s approach was to set

up a uniorm, enterprise-wide reerral structure or

IT support. A single point o contact (SPOC) ensures

consistently integrated processes and concurring

customer experience. As a result o the Contact Center

organizational structure designed and operated by

TCS, the nancial services provider benets rom aster,

more reliable and substantially more cost-ecientservices.

Customized Analysis or Accurate

Results

Solutions tailored precisely to the customer are the

crucial quality criterion o services in the IT support

eld. For this reason, TCS initially perormed a detailed

analysis o the provider‘s requirements and processes.

In intensive dialogue with the customer, the end-user

structure, as well as the entire IT environment (hard-

ware, sotware and network structure) were examined,

and the ocal points o support and communication

channels were identied. The same applied to all IT-

support-related business processes. The SLAs were

geared precisely to the needs o the client.

TCS combined the results o this customized evaluation

with tried and tested processes rom its comprehensive

knowledge base, which includes the wealth o experi-

ence rom projects it has completed in the IT help desk

eld (see table in the Appendix).

This unique combination o customization and stan-

dardization ensures ast and reliable implementation

o the outsourcing process. It is the primary unique

proposition that distinguishes the TCS oering.

Three-tier Service Architecture

The architecture or the Contact Center ollows a

three-tier model. Level 0 is based on an extensive range

o automated unctions and documentation, which

end users can use to solve many problems without

urther assistance, such as resetting passwords. TCS

has developed customized FAQs, conguration scripts

and solution generators, which automatically compare

error current messages with ones already remedied.

Level-1 support helps employees o the provider when

they cannot solve a problem unassisted. This support

is provided mainly by phone, but is also available via

e-mail or the Internet. For particularly dicult situations,

designated IT experts are on standby or Level-2 support.

These TCS employees provide support to customers by

phone, perorm a detailed analysis o the situation and

develop customized solutions, which are automatically

added to the knowledge base. Constantly updating

and developing this knowledge base is an important

element in TCS‘s let-shit strategy: to shit as many

events as possible rom Level 2 to Level 1. This allows

urther cost savings, aster, more eicient problem

resolution and reduced downtime.

The service package or this provider‘s Contact Center

includes support or problems involving stationary

and mobile devices (desktop PCs, laptops, trading

boards, BlackBerrys, etc.), plus management o access

rights and standard requests or investment banking

applications rom third parties, such as Reuters or

Bloomberg. Each request is recorded and handled

using an advanced ticketing system.



7

Nearshoring and Oshoring

in Perect Harmony

The outsourcing process is divided into two phases. In

the rst two years, IT support is perormed exclusively

in Europe via the Delivery Center Budapest in Hungary

(nearshore). The Contact Center is available to the

nancial services provider‘s employees around the

clock. The languages oered are English, German and

Italian. The Delivery Center Budapest currently serves

33 client companies and is triple ISO-certied. Its over

770 sta members can take service requests in over

30 languages.

From the third year, the TCS Delivery Center in Banga-

lore will take over English language support and be

available on weekdays 24 hours a day. The Delivery

Center Budapest will continue to be responsible or

support in German and Italian, but with service

reduced to 16 hours on weekdays. This second stage

o shiting to India (oshore) has a signicant impact

on the cost structure.

TCS‘s service desk teams comprise several service desk

agents who, under the supervision o a service desk

manager, are in direct contact with customers. The

manager, together with a quality analyst, make up the

next organizational level. Both report to the service

delivery manager, who has regular exchanges with the

client‘s IT management. In addition, an individual in

charge or TCS is locally available as a contact partner

to customers in Germany.

0

2

4

6

8

10

12

14

16

18

20

Year 1 Year 2 Year 3 Year 4

Total

Hungary

India

Germany

Year 5

13

19

5

0

15

16

0

16

17

1 1 1 1 1

11

17

5 5

16

10

Figure 1: Composition o the IT Support Team Responsible or the TCS Customer



8

Qualication o Service-Desk

Sta Members

Regardless whether the support service is urnished

rom Hungary or India, intensive training serves the parti-

cular needs o the nancial services provider.

TCS attaches great importance to basic and urther

training o its service desk agents. Experienced sta

members receive targeted advanced training coursesand are motivated by a perormance-based incentive

scheme to continuously pursue urther training. New

employees go through an extensive training program.

This prepares them or the customer-specic technical

and operational requirements, amiliarizing them with

the processes, quality eatures and documentation

system. Another undamental part o these training

courses is sot skills – accent training, articulation,

cultural competence, how to behave on the phone andhow to deal with stressul situations. In subsequent on-

the-job training, new service desk sta go through

multiple stages together with an experienced mentor:

rom listening in on incoming calls to eventually taking

calls, unassisted, with regular monitoring.

Service Workfow

Whenever an employee receives a service request or

ault report at the Contact Center operated by TCS, it

triggers a structured and ecient process (see Figure 2).

The aim is to successully handle as many inquiries as

possible during the rst call, achieving a high rst-call

resolution (FCR) rate at Level 1. A TCS team member

records and classies the problem and enters it in the

ticketing system. Together with the caller, the call center

agent perorms an initial diagnosis o the problem,

using the knowledge base and ault database. When a

problem can be solved by this route, the agent closes

the job order.

When a service desk sta member is not able to clearup a matter, he or she orwards the job order to the IT

experts at Level-2 support. They perorm a detailed

analysis o the problem and seek a suitable solution.

Customer

LEVEL0

LEVEL1

LEVEL2TCS Contact Center

LEVEL-1-Support

Recording,

Classication,

Diagnosis, Solution

Service Desk Leader

Status Updates

Knowledge

Database

LEVEL-0-Support

Solution

TCS Contact Center

LEVEL-2-Support,Recording, Analysis,

Solution

Troubleshooting

Figure 2: Service Workfow at the TCS Contact Center



9

During this procedure, the call center agent keeps the

customer updated every hal hour. As soon as the Le-

vel-2 support has ound a solution, it returns the case

to the Level-1 sta member. He or she passes it on to

the customer and closes the ticket. The knowledge

base is updated accordingly.

I a case remains cannot be solved, it is passed on

to the service desk team leader or to the service

delivery manager.

Service Level Agreements

and Reporting

For regular perormance monitoring and quality

assurance, TCS developed customized index gures

and SLAs with the nancial services provider. The

special thing about these agreements is that they are

based on a precise analysis o the job order and the

customer‘s goals, so that they meet the service ocal

points and needs at the company.

The most important targets include:

Solution rate or events/tickets: ≥ 80 percent

Average waiting time: ≥ 90 percent within 10 seconds

Termination rate: ≤ 5 percent

Customer satisaction: ≥ 4.0 (on scale rom 1 to 5)

Customized dashboards assist the team‘s quality analysts

in evaluating the index gures. Other automatically

generated reports enable detailed analysis o the auto-

matic call distribution (ACD) and the tickets issued. For

example, accurate inormation can be gleaned rom

calls taken about: problems resolved during the rst call

(rst call resolution, FCR), average handling time (AHT),

average speed o answer (ASA) and average ater-call

work time (AWT). Likewise, all tickets issued can be evalu-

ated according to problem categories or special eld.

Quality Management and Security

TCS relies on quality management systems and meth-

ods established worldwide to continuously improve

service quality and process eciency. All delivery centers

are certied internally and externally multiple times

and are ully auditable. The guidelines and standards

used include, among others, ISO 9000 2001, ITIL, Six

Sigma, PCMM, iQMS and the Tata Business Excellence

Model (TBEM) developed by TCS. This model, orevaluating and improving perormance, examines:

guidance system, strategic planning, customer orienta-

tion, inormation and analysis, personnel policy, process

management and business results.

Beyond the collection o index gures using dash-

boards and reports, all customer eedback is ollowed

up and analyzed. Using NICE/VERINT sotware, speci-

cally developed or the purpose, the quality manager

or service desk manager monitors all incoming calls –

either live or via recordings. Based on these ndings,

service desk agents regularly receive detailed eed-

back and exact instructions on which area they need

to improve. TCS also conducts targeted training courses

to reresh and improve perormance.

To ensure uninterrupted handling o services, TCS

operates redundant, globally convergent network

architectures with cloud components. This structure

guarantees 99 percent availability.

Implementation

To minimize risks during the handover o IT support,

TCS has developed a tried and tested transition method

(see Figure 3). Its several phases run in parallel, each

pursuing a dierent subject area. The primary objective

is to experience as ew delays as possible in the ongoing

service, while keeping support quality at a consistently

high level.



10

Once TCS had signed contracts with the provider,

implementation began and lasted 17 weeks. From

the irst through the eleventh week, two processes

ran simultaneously: TCS put together a Contact Cen-

ter team and trained them in the nancial services

provider‘s content and structures. In other workshops,

team members practiced their language skills and

cultural competence. Team-building activities also

strengthened mutual understanding and group co-

hesion. Concurrently, technical implementation was

carried out or the services provided. TCS experts set

up the necessary interaces and connections to the

provider‘s IT and telecommunications inrastructure

and established the tools required.

The transer o knowledge rom the client company to

the TCS team took place in weeks 4 to 7. During the

secondary support stage (weeks 8 to 11), TCS duplicated

the client teams and urther trained its own sta members

in the processes to be handled. The client teams, however,

still handled the operational work.

During the subsequent primary support stage (weeks

12 to 17), the process was reversed: TCS handled the

operational work and was shepherded and monitoredby the client teams. A six-week pilot phase took place

concurrently with the last section, then the TCS team

took over the IT support at the push o a button, as

Transition Roadmap Steady State

W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 Year 1 Year 2 Year 3

KnowledgeTransition

SecondarySupport

DeliveryCenter

Budapest

DeliveryCenter

Bangalore

Primary SupportPilot C

o n t r a c t S i g n - O

a n d P r o j e c t L a u n c h

Team Ramp-Up:Introduction, Communication,

Cultural Alignment, Language Skills

Technical ICT-Infrastructure

Figure 3: The Implementation Process at a Glance



12

Tools: Added value o existing investments, maximi-

zing their ROI.

SLA-driven service delivery model.

ITIL V3-based service processes and strict implemen-

tation o Six Sigma standards.

TCS telephony platorm adapted to particular cus-

tomer needs and based on Avaya Contact Center

System or outstanding reporting, perormance

monitoring and continuous improvement o per-

ormance.

In a Nutshell

In summary, TCS oers a unique package. Based on a

comprehensive analysis, the IT and outsourcing experts

drew up a solution or the nancial services provider

individually tailored to its needs. The customer bene-

ted both rom TCS‘s many years o experience in the

service desk eld and rom its tried and tested automated

implementation methods.

Other important elements o the overall package were

the client-specic mix o nearshore and oshore capa-

cities within the global TCS service network, making

nearly unlimited scalable resources available. The key

actors leading to the provider opting or permanent

collaboration with TCS were: uniorm, ully integratedprocesses subject to constant quality control and cus-

tomer-specic SLAs, and a risk-ree transition strategy

with low long-term overall costs.



13

Appendix

IT Service Desk-related Project Reerences

Customer Calls/Month

Main points:

A worldwide leading

marketing inormationand media inormation

company

60,000 Consolidation o seven service desks into a single, centralized

one or ve regions with 55,000 users

Languages: English, French, German, Spanish, Italian, Portuguese,

Dutch and Polish

Increase o Level-1 resolution rate rom 15 % to 50 % in rst

three months

Improvement o customer satisaction rom 65 % to 90 %

A leading British energy

company

33,000 Conversion o two service desks rom dierent suppliers into

a central service desk with a user base o 55,000

Relocation to India ollowed once the target business model

was stabilized in the UK

Initial resolution o 73 % is above the agreed rate o 70 %

The world‘s largest parcel

service

35,000 Consolidation o our service desks into one central service desk

Stabilization o the service desk in Montreal beore relocating

to India

Optimized customer experience or 400,000 users resulting rom

improved index gures and SLAs



14

Customer Calls/Month

Main points:

A leading health and

hygiene company

20,000 A regional service desk in Hungary with support in six languages,

as well as English support rom India

Worldwide user base o 50,000

A new way to reset passwords automatically

signicantly aided both users and support

Migration o 2,500 written articles rom a knowledge management

system to a new system, and revision o 2,000 additional articles

on technology elds

The largest provider

o mobile telephony

products in the

United Kingdom

25,000 Establishment o a central service desk or 500 branch oces

and 2,000 back oce users

ITIL processes and a Remedy-based toolset

Institutionalized KPIs and SLAs



15

Reerences or Support Services in Various European Languages

Customer Countries Loca-tions

Users Languages Advantages

A printing and

imagingmanuacturer

operating

worldwide

29 51 2,200 French,

English,German,

Spanish,

Portuguese,

Italian and

Hungarian

A more stable and more reliable

system

Improved documentation

High ROI

Optimized customer experience

and ewer backlogs

A manuacturer

o paper products

and cleaning

solutions

10 36 3,600 French,

German,

Spanish,

Portuguese,

Czech

and Italian

Uniorm processes and tools

Centralized governance

Annual cost reduction

Improved business

Continuity

Fewer events

A global

manuacturer

o adhesive

materials, oce

and paper

products

8 n/a 6,000 German,

French,

Spanish

and Dutch

Integrated service delivery model

Shiting move events rom Level 2to Level 1

Higher rate o rst call resolution

24/7 service

A diversied

technology and

production

manuacturer

6 n/a 6,000 French,

German

and English

Improved knowledge management

and intranet

Greater eciency

Spanish and Portuguese as additional

languages, depending on team skills



About TATA Consultancy Services (TCS)

Tata Consultancy Services is an IT services, consulting and business solutions organization that

delivers real results to global business, ensuring a level o certainty no other rm can match. TCS

oers a consulting-led, integrated portolio o IT, BPO, inrastructure, engineering and assurance

services. This is delivered through its unique Global Network Delivery Model™, recognized asthe benchmark o excellence in sotware development.

A part o the Tata Group, India´s largest industrial conglomerate, TCS has over 198,500 o the

world´s best trained consultants in 42 countries. The Company generated consolidated revenues

o US $ 8.2 billion or year ended 31 March, 2011 and is listed on the National Stock Exchange

and Bombay Stock Exchange in India.

For more inormation please contact: www.tcs.com/de

T C S D e s i g n S e r v i c e s l P l 0 2 l 1 2

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