Partnering for Operational Excellence

– Business Process Outsourcing –

© ECS Ltd 2007 Confidential

The industry is maturing and is entering the operational
excellence phase …

A recent study by Nasscom shows that the customers came to India

because of the Potential in terms of Cost Arbitrage, stayed here
because of Performance but will now look for Operational
Excellence

Achieving global performance levels is the next big challenge for the
industry

l u tion Operational Excellence

Evo Establishing Benchmark

Performance
Service Delivery

Potential
Cost Leverage

© ECS Ltd 2007 -2- Confidential

Process improvement will be the key to achieve operational
excellence …

Though the overall India ITES-BPO industry

performance is strong data 2000-01 2003-04
suggests that it is because of End User
capable people and not stellar Satisfaction
75-80% 80%+
processes Client
75-80% 80%+

Studies show that Efficiency in Satisfaction
terms of utilization of resources 25-100%+ 60-100%
Responsiveness
remains low for the Indian BPO
Quality (Fatal
industry Defects)
>3% <2%

Another survey suggests that Efficiency
the long term focus of client is <65% <65%
(utilization)
on innovation and productivity

The industry needs to innovate
and concentrate on improving
their processes to achieve
higher levels of efficiency and
productivity

© ECS Ltd 2007 -3- Confidential

Operational excellence can be achieved through a number
of diverse initiatives …

Process orientation and consistency through standardized and

documented process maps

Business Process Reengineering and continuous process
improvement initiatives like Six Sigma

A process management framework to measure and monitor process
effectiveness

Containing operational risks arising in key and support processes
due to internal and external factors

Improving support processes to ensure speed and to build customer
confidence

Optimum staffing to ensure efficiency

© ECS Ltd 2007 -4- Confidential

ECS has partnered with a number of organisations in their
journey for operational excellence …

Business Process Re-engineering for a leading private sector bank led to

various operational efficiencies

Applying LEAN and Six Sigma techniques in the back office operations of
a leading US based insurance company led to enhanced operational
efficiency

Restructuring and redesigning workflow at the shared services of a large
global organization to achieve significant productivity gains

Ensuring process effectiveness for operations of leading multinational
bank

Assessing operational risk for back office operations of a leading Indian
private sector bank led to BASEL II and SOX compliance

Improving support processes for offshore operations of a leading global
financial major led to speedy ramp up

Creating a manpower model for the back office of a leading European
bank led to significant reduction in operating costs

© ECS Ltd 2007 -5- Confidential

Reengineering of processes led to savings of Rs. 8 million
on an annualized basis
Business Head

Created a capability for handling Head of Head Dynamic

much larger volumes, while

National Sales Marketin of Resource
Manager g Credit Plan

bettering the customer experience Zonal Sales Manager

Process Volumes Processing Time Available Time

Regional Sales

Also led to Manager

Area Sales Manager Busine

 Reduced customer complaints Sales Manager

ss
Volum
es
Transacti
on Ratios
Workin
g Days
Utilizat
ion

‘Post-Enrolment’
Weekly Quarterl
 Faster query and complaint Skews y Growth
Stretc
h
HOT Role

resolution Learni
Activity ng

 Breaking of functional silos and Ratios Curve

creation of an integrated,
customer-centric ‘end to end’ A n n u a l B u s in e s s T a r g e t o f C a r d s in F o r c e 1 ,3 0 ,0 0 0

perspective across levels N o o f D M A H a n d le d in a A A C la s s T o w n 10 D M A

E x p e c te d n u m b e r o f D M A v is its p e r D M A in a n

The processes reengineered a c la s s t o w n i n a m o n t h 1 2 v is its

120 D M A

included: E x p e c te d N u m b e r o f D M A V is its p e r m o n th

D e s i r e d P r o d u c ti v i t y o f S M
V is its

75%
 Credit card issue T im e S p e n t P e r D M A V i s i t i n c lu d i n g t r a v e li n g 1 5 3 m i n u te s
tim e
 Billing and payment T h e T o t a l ti m e e x p e c t e d t o b e s p e n t i n D M A
v i s i t f o r A A c l a s s to w n 1 8 3 6 0 m in u te s
 Special services
T h e T i m e a v a il a b l e p e r S M f o r D M A v is it in a
 Query and complaint handling m o n t h @ 4 3 1 m i n u t e s d a il y 1 0 7 7 5 m in u te s

N um b er o f FT E needed as per m odel 24

N u m b e r o f F T E fo r e c a s te d b y S a le s 60

© ECS Ltd 2007 -6- Confidential

LEAN service line concept implemented at centralized
processing center led to breakthrough savings …

Created an end to end Before : Functional approach based on batch

processing
assembly line based on FIFO Data Entry
Quality
Check
Under
writing
Quality
Check

and single piece flow Data Entry

Quality
Check
Under
writing
Quality
Check

Created self managed teams Data Entry

Quality
Check
Under
writing
Quality
Check

Quality Under Quality

Improved layout reduced Data Entry
Check writing Check

EOD
physical paper flow from 500 EOD EOD EOD

feet to 20 feet After : End to End Assembly Line based on FIFO & single piece flow

The new initiatives led to:

Productio
Quality Under Quality Policy
 80% reduction in TAT from 65 n Planning
& Control
Data Entry
Check writing Check Dispatch

days to less than 14 days

 Threefold increase in
productivity
 40% reduction in overall costs

© ECS Ltd 2007 -7- Confidential

A modified workflow led to increased customer satisfaction
at a shared service center …
All checks being received
P rim a ry & S e c o n d a ry F re ig h t p a y m e n ts (c o n td . - p g . 2 )
& distributed by SS

Through … D a y 8 - 1 5 o r d e la y e d
2
Processor has to do
upstream work of trip
W rit e t h e J D E
ge n erate d P V
and batc h # on
t h e in v o ic e
Sa me d a y o r n e xt d a y

R u n T D S in
JDE
D o “P y m t
m a t c h in g ” b y
g o in g t o ‘P y m t
results in additional work
2 J D E p rin t o u t s
& 1 D B p rin t o u t
a t t a c h e d w it h
3

closure s u m m a ry s h e e t
S S C D B s c re e n ’ s u p p o rt in g s

 Clearly defined SLA’s leading

T r ip n u m b e r
* L o o k -u p c o rr e c t D B a / c # a n d
is m is s in g U p d a t e e x c e l f ile
C o r re c t a ll a m o u n t s n o t s e le c t it
m a t c h in g & u p d a t e “Y ” * I n p u t t r a n s p o rt e r c o d e w it h p a y m e n t d a t e ,
* N e e d t o us e ex c el s h ee t - W ill s h o w a ll o u t s t a n d in g p y m t s t o a m o u nt & c h eq u e #
Y d e v e lo p e d t o c a lc u la t e t h e t ra n s p o rt e r w it h T D S f o r t h a t b ill
c o rre c t a m o u n t s (if o n e t rip * C o u n t e r i/ p a ll a m o u n t s t o m a t c h * U p d a t e d e d u c t io n
Work doubly
to better management of client
a m o u n t n e e d s t o b e s p lit in c lu d in g T D S a m o u n t s f ile if re q u ire d w it h
I s t h e t r ip b e t w e e n m u lt ip le lo c a t io n s ) E n t e r t o t a l in v o ic e a m o u n t t o m a t c h re a s o n
c lo s e d repeated for
L o g in t o D B w e b s it e
C h a n g e a c t io n c o d e t o ‘A ’ a n d G o to s ec o nd
& s e le c t ‘E R P im p o r t ’ verification

Processor
N in p u t s c re e n * S e le c t y o u r n a m e
* R e g io n c o d e b a s e d o n * U p d a t e d e liv e ry

expectations
f ro m lis t & u p lo a d
C lo s e t h e t rip s o “ s u p p lie d t o ” lo c a t io n lo c a t io n t o W A D J D E s p o o l f ile t o D B
t h a t it w ill s h o w in * A m o u n t le s s d e d u c t io n if a n y s o c h e c k is s e n t
* C lic k o n s e le c t
J D E an d c a n b e * I n v o ic e d a t e a n d G / L d a t e to W AD
Y re p o rt s & t a k e p d f
m a tc he d
p rin t o u t

C re a t e b a t c h f o r p a y m e n t s
* I f e x p e ns e c od e fo r * G o t o ‘R e v ie w p a y m e n t s ’
n e w C F A / f ille r h a s n o t Information on processing s c re e n
* G o t o ‘V ie w p y m t s ’
* T a k e p d f p rin t o u t s

 Well defined process for

I s t h e r e c e ip t b e e n u p d a t e d in J D E , * I n p u t y o u r u s e r-id t o o f s u m m a ry o f a ll
d a te u pd a ted t h e n c a ll S C & a s k
t h e m t o u p d a t e it status, payments, deductions
c h ec k y o u r p y m t s
* C o p y b a t c h # f ro m
in v o ic e s t o b e
v e rif ie d a n d e a c h
s c re e n
N
* S c ro ll t o e a c h t r ip # in t h a t
is maintained manually rather
* A p p ro v e “A ” t h e p y m t
p a y m e n t d e t a il

C h e c k w it h S C o n in v o ic e & s e le c t it b y * P u t t in g a
than being generated by JDE G o t o ‘C O S - I n t e rf a c e

handling customer queries and

re c e ip t d a t e & g e t “1 ” if a ll t r ip s in t h e in v o ic e P o s t m an u al f o r D B ’:
s u p e rv is o r t o u p d a t e m a t c h c o rre c t ly ( ra t e / a m t e t c . ) pym t to G /L * P a s t e b a tc h#
t h e r e c e ip t d a t e (o n ly * I f e v e n o n e o f t h e m d o e s n ’t * J D E g iv e s m s g * S u b m it b a t c h t o D B
h e is a u t h o riz e d t o d o m at c h , t he n ne e d to pu t a “2” s a y in g p o s t e d * T h is c r e a t e s s p o o l
t h is ) a g a in s t a ll t h e t rip s t o m a k e f ile f o r D B u p lo a d
c o rre c t io n s

timely resolution of the same Increased work

(before month-end close)

P o s tin g a ll b a t c h e s to G /L E a c h p ro c e s s o r h a s T o d o t h is , p ro c e s s o r h a s t o g o t o a ll b a t c h e s I f d u e d a t e is
t o p o s t a ll b a t c h e s c re a t e d , a n d e n t e r i n to e a c h P V to c h e c k: * 0 0 0 0 0 0 , c h a n g e it

Processor
T h is h a s to b e d o n e a n y tim e
because SC a fte r th e P V h a s b e e n
c re a t e d b y h im / h e r t o
G / L t o e n s u re a ll
* D u e d a t e is n o t 0 0 0 0 0 0 - t h is is a n
u n re s o lv e d b u g in f re ig h t a u t o m a t io n in J D E
t o c o rre c t d u e d a t e
* T h en c om e o u t o f
P V ’s c re a t e d in J D E * I f d u e d a t e f o r a P V is 0 0 0 0 0 0 , t h e n T D S t h a t J D E s c re e n
does not do it c r e a te d b u t b e fo r e m o n th - a re p o s t e d t o t h e G / L w o u ld n o t h a v e ru n f o r it a n d re -ru n T D S
e n d c lo s e to e n s u r e it is
In majority of cases, some Entering each PV to check for due
 Standardized processes with
*E n te r i n g e a c h P V to c h e c k i s a
re fle c te d in th e G /L t e d i o u s p ro c e s s
correction is needed date error created by JDE due to
resulting in all amounts problem with freight automation

clearly defined standard having to be re-entered creates extra work for SS

operating procedures that are
Process all
Answer all

not individual dependant
First cut
documents that
cannot be
queries from
internal &
processing processed in first

Also led to
Process all cut due
missing/incorrect
external
customers
straight pass
 Higher productivity and lower payments information
Check with tier
1/2 processors

Do outbound
cost per transaction calls, email
if required

follow-up
 Higher confidence of the stake
holders in the model leading to Tier 1 Tier 2 Query
processing processing handling desk
increasing use of the shared
services model 10-12 people 5-7 people 2 people

© ECS Ltd 2007 -8- Confidential

Increased process effectiveness through release of
operations/processing time from the branch …

Reduced the overall cost of delivery while making an optimal trade

off between cost and customer service

Reduce the cost per customer acquisition thereby increasing the
volume of customer acquisition

Was achieved through migrating transactions to centralized
operations leaving the branch more time for sales

Enabled the branch to transform itself as a predominant “Sales &
Service” channel

Modified structure resulted in a 100% improvement in productivity
levels and reduction of discrepancy levels of the customer requests
from 25% to 8%. Also led to a reduction in TAT through 80%
reduction in work in progress cases

© ECS Ltd 2007 -9- Confidential

Assessed operational risk in various back office processes
to strengthen internal control mechanism …

Developed detailed (level 3) INTER-BANK

Process :

process maps and identified INPUTS

Master desk will
receive request for
Master Desk will update
PROCESS OUTPUTS

details in K+. Master Desk Master desk will update

key risks
Master creation along
will not update any codifier option for linkage
with Party details
information not provided to Urbis.
(Email from dealer)
in hard copy print out

Identified risk profile as per Master desk will

receive mail from
Conf desk to update
Will lookup list of parties
to evaluate groups to be
created. If group exists
Master desk will send
mail to Limits team to
update limits and CC
Nostro agent details

Basel II requirements
will group under existing mail to Originator of CP
group or will create new master creation
group
Settlement related data
updated
1.Swift capability and

Improved process adherence the Swift no.

2.Whether CP to be
settled through CCIL
3.Nostro details
Will update Nostro details
in Correspondent screen
Maker informs checker
verbally of CP details
Master desk will send
mail to Conf team
confirming Nostro
and select it as default if

on the floor
4.CLS updated in required to be checked details creation
specified in mail
codifier

Implemented best practices for Unauthorized access to

CP master

Senior management
INTER-BANK
Process :
Incorrect information
Master Desk does not
update Codifier which
links CP in K+ to Urbis
updated in CP Master / Direct access in

operations INPUTSnot
authorization PROCESS OUTPUTS
URBIS to change CP
received
Master desk will details
Master Desk will update
receive request for
details in K+. Master Desk Master desk will update
Master creation along
will not update any codifier option for linkage Master Desk does not
with Party details

Calculated current risk score

information not provided to Urbis.
(Email from dealer)
in hard copy print out send mail to Limits
Un-authorized change team
to CP master details
Master Desk incorrectly

and health index as per the Master desk will

receive mail from
Conf desk to update
Nostro agent details
Will lookup list of parties
to evaluate groups to be
created. If group exists
groups CP Master desk will send
mail to Limits team to
update limits and CC
CIL CP being deliberately / will group under existing mail to Originator of CP

Basel II requirement inadvertently being recorded

Settlement related data
as non-CCIL party to be
updated
settled outsideand
1.Swift capability CCIL (Swift or
group or will create new
group
Master information
being over written by
transactional screen
master creation

RTGS
the as the case may be)
Swift no.
2.Whether CP to be Master desk will send
Will update Nostro details
settled through CCIL Maker informs checker mail to Conf team
in Correspondent screen
3.Nostro details verbally of CP details confirming Nostro
and select it as default if
4.CLS updated in required to be checked details creation
specified in mail
codifier

Maker does not inform

checker to verify Mail not to sent to Conf
details

© ECS Ltd 2007 - 10 - Confidential

Defined internal processes to streamline business and
setting up the organisation for rapid growth

Ensured that the organisation E m ployee R eim bursem ent Process

became process dependent rather Yes

Line Manager
Is th e cla im ed am o un t
w ithin the a pp ro val lim it Lin e M an ag er a pp ro ves
Lin e M an ag er ve rifies th e
a s p er D ele ga tio n A utho rity th e fo rm a nd fo rw ards it to
No de ta ils a nd a pp ro ve s the
S he et (U B S /IS C /E R P / C E O/C F O for a pp ro va l
fo rm

than people dependent

D AS) ?

11 1 2 1
10 2
9 3

F ills the E xp en se C laim form 8

7 6 5
4

T im e T = 0 F o rw ard s th e ap prove d
(U B S /IS C /E R P /E C F ) w ith the
da y E x pe ns e C la im F orm an d D isc us se s w ith F in an ce
T ak es p re -a pp ro val d etails lik e na me , GP IN , co st

Employee
s up po rting s to Fin an ce a nd if req uired , m o difies or

Created a quality management

from Lin e Ma na ge r c en tre, ba nk , a/c n o, da te ,
S ta rt (attac he s th e p rin t ou t o f the c laim form a nd
a bo ut th e ex pe nse typ e c os t typ e, de sc rip tio n,
a pp ro va l e -m ail in ca se s ub m its to F in an ce
a nd am o un t c urre nc y & am o un ts , a nd ,
the m an ag er is o nsite)
s ub m its it to Lin e M an ag er,
a lon g w ith the s up po rting s

No

system for efficient review of each C o n du cts th e P ay m en t

tran sa ction in S A P by
e nte rin g th e de tails lik e
ve nd or (ba nk ) cod es ,
D oc N o. is au to ge ne ra te d
a nd a p rin t o ut o f e ntrie s
A cco un ts th e cla im in S A P
b y en te rin g d etails lik e
d ate, co m pa ny c od e,
E nters the d etails in th e
C h eq ue R eq uis ition
Y es
D o e s the su pp ortin gs
m atch w ith th e e xp en se

department and function

m a de is ta ke n an d e xp en se ty pe , cu rre nc y, S um m a ry S he e t (U B S /
ch eq ue p ay m en t m e th od , c laim ?
c he ck ed e m plo ye e a/c n o, p aym e nt IS C /E R P /C R S S )
ch eq ue n o. , ch eq ue d ate ,
m e th od , c os t c en tre, GP IN
a mo un t
11 1 2 1
10 2
9 3
8 4
7 6 5
T im e , w ith in
T = 5 d ay s

Also, led to clear communication

C he ck s w he th er‘C h eq ue T h e do cu me nts, print-o uts

Finance
T ak es th e print o ut of th e R eg ister’ in S A P is a nd e ntrie s m a de in S A P H an ds o ve r the c he qu e to
T ak es s ign atu re o n th e
P a ym en t P ro po sa l to reflec tin g the v en do r a re v erifie d a ga in st ea ch the b an k rep re se ntative
c he qu e fro m tw o
ve rify the d etails b efo re b ala nc e, a nd th en o th er b y tw o ch e cke rs o f w hic h is the n cred ite d in to
a uth orize d sig na to ry
storing the en tries in S A P m a nu ally p re pa re s the F in an ce d ep t. as pe r e m plo ye e a/c
c he qu e m a ke r-ch eck er p olic y

and understanding between End

10
9
8
11 12 1

7 6 5
2
4
3
T im e, w ithin
T = 7 da ys
F ile s the e xpe ns e cla im
fo rm , su pp ortin gs , p rin t-
U p da te s the C he qu e
R e qu isition S u m m ary

departments about the service

o uts a nd th e ph otoc op y o f S h ee t a nd a lso th e de ta ils
th e ch eq ue in th e da ily M IS

P ro c e d u re

standards to be followed and roles 6 .1 . E n t r y C r ite r ia

• E m p l o y e e f i l ls t h e e x p e n s e s c la i m f o r m f o r c l a i m i n g r e i m b u r s e m e n t o f b u s i n e s s

and responsibilities to be shared

expenses.

S u b m is s io n a n d a p p r o v a l o f E x p e n s e s C la im F o r m .

Achieved this through

6 .1 .1 . E m p lo y e e ta k e s p re -a p p ro v a l fro m c o n c e rn e d l in e m anager about th e
e x p e n s e s a n d a m o u n t.

6 .1 .2 . T h e r e a f t e r , E m p lo y e e f il l s i n t h e d e t a i l s o f e x p e n s e s in c u r r e d i n e x p e n s e s c l a i m
f o r m a s f o l lo w s ( R e f e r t e m p l a t e : - U B S / I S C / E R P / E R P ) .

 Standardizing and documenting of

a. N am e
b. G P IN
c. C o s t c e n tr e
d. Bank
f. A /C n o

the key internal processes g.

h.
i.
J.
D a te
C ost T ype
D e s c r ip tio n
C u r r e n c y a n d A m o u n ts .

E m p lo y e e s u b m it s th e expenses c la im fo rm a lo n g w it h th e s u p p o r t in g

 Setting up of key metrics 6 .1 .2

d o c u m e n t s t o th e c o n c e r n e d L in e M a n a g e r f o r a p p r o v a l.

L i n e m a n a g e r v e r i f i e s t h e c la i m f o r m , a g a i n s t t h e s u p p o r t i n g d o c u m e n t s a n d
a p p ro v a l li m i t as per th e d e l e g a t io n a u t h o r it y sheet ( R e fe r te m p la t e
U B S / I S C / E R P / D A S ) . B a s e d o n t h i s , t h e L in e m a n a g e r a p p r o v e s o r r e j e c t s t h e

 Defining service level standards for 6 .1 .3

6 .1 .4
e x p e n s e s c la im f o r m .
I f t h e e x p e n s e s c la im e d a m o u n t i s w i t h i n t h e a p p r o v a l li m i t , L in e m a n a g e r
a p p r o v e s t h e b il l a n d f o r w a r d s i t t o t h e e m p lo y e e .
I f t h e c la i m e d a m o u n t is g r e a t e r t h a n t h e a p p r o v a l l i m it , L i n e m a n a g e r f o r w a r d s
th e a p p r o v e d f o rm t o th e C E O / C F O f o r a p p r o v a l.

internal customers 6 .1 .5

6 .1 .6
E m p l o y e e f o r w a r d s t h e a p p r o v e d f o r m a n d s u p p o r t i n g d o c u m e n t s t o f in a n c e
d e p a r t m e n t . I n c a s e L i n e m a n a g e r is o n s it e , e m p l o y e e a t t a c h e s t h e p r in t o u t
o f a p p r o v a l e - m a il .
F i n a n c e d e p a r t m e n t v e r i f i e s t h e e x p e n s e s c l a i m a g a in s t s u p p o r t i n g d o c u m e n t s
a n d a p p r o v a l l im i t s f o r f u r t h e r p r o c e s s in g .

 Putting in place processes and 6 .1 .7

6 .1 .8
F in a n c e d e p a r t m e n t , i f r e q u ir e d , a s k s
m o d i f ic a t io n i n t h e e x p e n s e s c la im f o r m .
th e e m p lo y e e f o r c l a r if i c a t i o n

E m p l o y e e , i f r e q u i r e d , m o d if i e s t h e d o c u m e n t s a s p e r t h e f i n a n c e d e p t . a d v ic e
a n d r e s u b m it s . .
or

responsibilities for capturing and

escalating key metrics
© ECS Ltd 2007 - 11 - Confidential
A resource planning calculator was developed and
incorporated to improve productivity …

The manpower model could • Deposit base

• Ticket size
• TAT

calculate the deployment for a

defined workload based on the
No of Prod-

forecasted volumes and estimate • Cash

• DD
people uctivity

the workload based on business • F.D

projections • Transaction vo.

• Inter arrival times
• Servicing time

The model could help assess

forecast accuracy and had a way
of incorporating learning’s for
future projections

The model could exhibit • HOT
• Volumes S
Active T
Walk in Transaction • Productivity
 Manpower requirement for customer
base
customers services • Footfalls
• TAT
A
F
F
selected month • Sigma
I
N
Target
G
 Manpower buildup in the various Deposit
size
O
U
processing centers for each role •Ticket size
T
P
Target Customer
•Hit rate U
 Role wise utilization on the customer
enrolment
visited /
met
Sales
•Time taken
per customer
T

projected loads

© ECS Ltd 2007 - 12 - Confidential

 About ECS Ltd.

© ECS Ltd 2007 Confidential

ECS is a broad based management consulting firm ….

Founded in 1991 as a subsidiary of the Eicher Group

Has offices in multiple locations across India

Helping clients in aligning their operations with their strategic goals
 By using the latest concepts in supply chain management, strategic cost
reduction, policy deployment etc.

Pioneering the efforts of transformation
 Through process management, TQM, TPM and Six Sigma consulting

Supporting clients in developing a shared vision and culture
 Through large-scale interactive processes, competency profiling, talent
development, organisation structuring, development of performance
management system, career planning process and employee coaching

© ECS Ltd 2007 - 14 - Confidential

ECS has helped large number of service organisations …

We have strong credibility & knowledge of transaction/ deal

intensive service industry

We have strong domain knowledge of the services industry

We bridge the gap between technology & operational excellence
 We are Implementation consultants who work on the Build, Operate,
Transfer model
 We have helped leading service organisations achieve and exceed
Indian industry benchmarks in centralized operations – in terms of
turnaround times, productivity, cost per transaction, etc
 We have helped financial institutions set up centralized operations

We leverage Lean Service, Six Sigma methodology, tools and
techniques to develop robustness/ first time right processes
 Focus is on building First Time right processes integrating our domain
knowledge and knowledge of common gaps in solutions

© ECS Ltd 2007 - 15 - Confidential

We have extensive consulting experience in the services
sector ….
Banks
Banks Insurance
Insurance
•• American
AmericanExpress
ExpressBank
Bank •• ICICI
ICICIPrudential
PrudentialLife
Life
•• ICICI
ICICIBank
Bank •• Max
MaxNew
NewYorkYorkLife
Life
•• Kotak
KotakMahindra
Mahindrabank
bank •• SBI
SBILife
LifeInsurance
Insurance
•• Standard
Standard CharteredBank
Chartered Bank •• Allianz
Allianz BajajLife
Bajaj LifeInsurance
Insurance
•• ING
INGVysya
VysyaBank
Bank •• Bajaj
BajajAllianz
AllianzGeneral
GeneralInsurance
Insurance
•• Dubai
DubaiIslamic
IslamicBank
Bank
Telecom
Telecom
BPO/Call
BPO/CallCenter
Center •• Tata
TataTelecom
Telecom
•• Genpact
Genpact •• RPG
RPGTelecom
Telecom
•• WNS
WNSGlobal
Global
•• UBS
UBSShared
SharedServices
Services Retail/Hospitality
Retail/Hospitality
•• Castrol
CastrolShared
SharedServices
Services •• ITC
ITCHotels
Hotels
•• Prudential
PrudentialBPO
BPO •• Shoppers
ShoppersStop
Stop

Software
Software Entertainment
Entertainment
•• Ramco
RamcoSystems
Systems •• Adlabs
Adlabs
•• Aztec
Aztec •• Zee
ZeeTelevision
Television

© ECS Ltd 2007 - 16 - Confidential

We have a strong team of professionals …

ECS consultants are from varied backgrounds – leading Indian

business schools as well as established centres of learning abroad

ECS team brings diverse industry and domain knowledge

The strength of our people lies in their ability to employ their
insights, skills and experience to develop realistic solutions for
clients, and to help them manage change effectively

Our relationships – within our company as well as with our clients –
are based on trust, respect for each other, valuing each other as
people and professionals, and developing partnerships

The diversity of backgrounds within the ECS team greatly enriches
the work environment and contributes to team spirit

© ECS Ltd 2007 - 17 - Confidential

We offer a set of unique propositions ….

Collaborative consulting

Knowledge about the Indian market

Partnering in implementation through hands-on experience

Creating ownership & empowerment for the change process

Transfer of competencies to the client organization

© ECS Ltd 2007 - 18 - Confidential

Our clients view our focus on implementation as the key
differentiating factor …

We always partner with our clients in implementation

Our deep understanding across the strata of the organization is a
crucial factor for managing change

IMRB survey of consulting companies in 2000 rated ECS as the
‘Highest value for money’ consulting company amongst its clients

Over 75% of our revenues is repeat business from our existing
clients

© ECS Ltd 2007 - 19 - Confidential

Tangible results implemented and achieved at client site
speak for our implementation credentials
Recent Advertisement
in TV
How much time do you
Need to open an account -

.…till your coffee gets

cold enough to sip…

Business Times, Times of India, Mumbai, 28th March 2002

© ECS Ltd 2007 - 20 - Confidential

… And we deliver ‘quantum tangible’ benefits ….

Turnaround Time reduction

 40% to 50% reduction from a customers point of view

Productivity gains
 15 % to 30% improvement in Productivity

Quality improvements
 Reduction in errors by 30% to 50%

Cost reduction
 20% to 30% reduction in cost per transaction

… offering the best value for money.

© ECS Ltd 2007 - 21 - Confidential

 Thank You

Contact:
Salil Agrawal

[email protected]
Phone: +91 9810064535

© ECS Ltd 2007 Confidential