Experience certainty

• Siraj Irani is the Head- Sales, Strategy & Solutions for the Banking , Financial Services & Insurance domain of TCS BPO

• In previous assignments, Siraj played key roles in Delivery, Strategy & Operation functions in diverse organizations including Accenture, GE Capital, WNS & TATA

• A post graduate in Law & Management Studies from Mumbai University, Siraj also had a stint in Civil Services of Government of India

• USD 8.2 B in IT & ITES Revenues

• 11% from Business Process Servicing

• 15% Business Processes delivered in

Process as a Service Model

Experience certainty

Drive Growth

Risk Management

Products & Markets Evaluation

Mitigate Risks

Stake-holder Credibility

Decision Making Support

Robust Execution

Trustworthy & Authentic Data

Regulatory Compliance

Efficiency

Effe

ctiv

en

ess

Delivering Innovation

Imperative Today

Evolving Relationships

Experience certainty

Buyer Imperatives Supplier Imperatives

GFC means limited market Expansion & Customer

acquisition Customer Retention is

critical to business growth

Operational Effectiveness is the need of the hour

Move up the Value Chain

Become a Partner

Help Buyer Gain Competitive Advantage

Innovation in Operations & Technology

Experience certainty

Scal

e &

Go

vern

ance

Low

High

Shared

Service

Centers

Hybrid / JV

Models

Remote

Captives

Strategic

Outsourcing

Buyer Assets Investment Provider

Savi

ngs

Low

High

Buyer Risk/Controllership Provider

Experience certainty

Shared Vision

Client’s Business

Vision

Investments

Ethics

Knowledge

Functional Expertise

Domain Expertise

Regulatory Framework

Human Capital

Talent Pool

Team Composition

L&D / Growth

Data & Tools

Internal & External

Data Sources

Scoring & Data

Mining Algorithms

Reporting/ BI suite

Innovation

Platforms

COIN

Experience certainty

Managing Complexity Creating Value

Eff

ecti

ven

ess

Efficiency

Level 1

Level 2

Level 3

Level 4

Optimize Structure

& Operations

Co-Innovate

Rational

Processes

Sharp

Insights

Exploit

Technology

Experience certainty

Level 2 Level 3 Level 4Level 1

• No Process of

Measuring End

Customer Feedback

• No CSAT Analytics

taking Place.

• Customer Feedback

measured manually

using a 5 Point scale

(Top Two boxes).

• Manual Analytics being

done on drivers of

CSAT like Courtesy,

Knowledge, Easy to

Understand, etc.

• End Customer

Feedback measured

through neutral party

on 10 Point Scale (Top

two box.

• Integrated tool to give

analytics/correlation

between all drivers of

CSAT

• First Contact

Resolution and Net

Promoters Score

calculated by the

Feedback system and

being considered in

relation to CSAT.

• Integrated tool

provides customized

action plans at all

levels (Agents, TLs,

Managers, etc)

60%-75% > 75%50% - 60%< 50%

Characteristics

% CSAT –

Customer

Service ( 10

Point Scale Top

2 Box )

1 2 3 4

ILLUSTRATIVE – Customer Experience Transformation.

55%- 64% =>65 %45% – 54%35%-44%% FCR

25% - 29% =>30%20 -24%15% - 19%% NPS

Experience certainty

Bu

sin

ess Im

pact

Change MagnitudeIncremental Step Change

Tactical

Strategic

Continuous

Improvement

Targeted Intervention

Enterprise Wide

Transformation Program

Macro/Task

Level

Automation

Six Sigma

Auto

Process

Trackers

Lean X-

formation

Regional

ERP/SSO

BPMS

Global

Analytics

Hub

Greenfield

Ops Setup

Emerging

Market Ops

Model

Experience certainty

Bu

sin

ess Im

pact

Change MagnitudeIncremental Step Change

Tactical

Strategic

Continuous

Improvement

Targeted

Intervention

Enterprise Wide

Transformation Program

Citi: C-SAT improvement

• Citi aimed at improving end

customer CSAT scores

• TCS implemented the C-

SAT framework emanating

from 6-Sigma project

• The framework achieved

– Record 78.6% CSAT

– Best in class

performance on C-SAT

Experience certainty

Bu

sin

ess Im

pact

Change MagnitudeIncremental Step Change

Tactical

Strategic

Continuous

Improvement

Targeted

Intervention

Enterprise Wide

Transformation Program

AGL: Exception

management • Lagging performance on

key utility industry

measures

• TCS baselined the

processes & discovered

improvement opportunities

• By streamlining the billing

processes, TCS helped

AGL -

– Reduce billing backlog of

A$ 30 Mn

– Deliver >99% accuracy

thus reducing customer

complaints increasing

satisfaction

Experience certainty

Bu

sin

ess Im

pact

Change MagnitudeIncremental Step Change

Tactical

Strategic

Continuous

Improvement

Targeted

Intervention

Enterprise Wide

Transformation Program

Banco di Pichincha:

Efficiency ratio impr.

• Compelling need for bank to -

– Focus on core business &

product development

– Improve efficiencies

– Expand to other geographies

• TCS offered the bank its

Consulting & Integrated IT/BPO /

Products/ IS services

• TCS helped the bank to –

– Improve efficiency ratio from

82% to 57%

– Save over USD 170MM in 5

yrs.

– Enhance customer

experience