Marketing Management Assignment based on a BPO company operates globally and provide services to multinational companies who are looking for to outsource their work to obtain cost arbitrage.

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LONDON SCHOOL OF COMMERCE
COLOMBO CAMPUS SRI LANKA
MBA FOR EXECUTIVES
MODULE ASSIGNMENT: Marketing Management
Student Name Beadle Navaraj
Student Registration No. 0016NLENLE0814
Module Lecturer Dr. Lester Massingham
Module Tutor Ms. Nilusha Gallage
Date Submitted 2nd October 2014
Total Word Count 5200 words

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Executive Summary
The purpose of this report is to propose a new marketing strategy for WNS and increase the business growth
and sustainability in the BPM market.WNS is currently a sales oriented company where focuses on selling its
products to clients in the market. This report will bring to light the current issues and challenges with the
current marketing strategy and highlight the need for a change from Sales orientation to market orientation.
The report critically analyse the current market definition and suggest a new definition that suits the
customers who are targeted in the proposed segmentation. The research also highlights the need for
repositioning the company through market differentiation and come out with a strong positioning statement to
pass the message to its customers and competitors in the market.
A careful study was carried out to evaluate the change of marketing strategy using „Marketing Orientation
Model‟. The market definition was assessed through „Seven Os‟ model and helped to create a new definition
for the customers. A comprehensive analysis on business growth and financial and non financial benefits
while use of „Ansoff‟s Growth Model‟. The Market differentiation was analyzed through „Porter‟s
Competitive Advantage Model‟ and recommended a product differentiation approach to leverage on the
existing cost advantage. Also other important areas such as Segmentation, Targeting, and Positioning,
Marketing mix, Digital marketing and Customer experience are critically evaluated with the help of resource
materials from the web, marketing books, course manual and articles.

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TABLE OF CONTENTS
1. Introduction: ............................................................................................................................................ 06
1.1 Company overview ............................................................................................................................... 06
2. Business Philosophy................................................................................................................................ 07
2.1 Concept of Orientation.......................................................................................................................... 07
2.2 Evolution ofMarketing.......................................................................................................................... 07
2.3 Company‟s Current Orientation............................................................................................................ 08
2.4 Drivers for Change of Orientation ........................................................................................................ 08
2.5 Proposed New Orientation.................................................................................................................... 09
2.6 Potential Business Value....................................................................................................................... 09
2.7 Sustainable Business Future.................................................................................................................. 11
3. Business Growth...................................................................................................................................... 12
3.1 Market Definition.................................................................................................................................. 12
3.2 Current Market...................................................................................................................................... 13
3.3 Proposed New Market Definition ......................................................................................................... 15
3.4 New Business Horizons ........................................................................................................................ 16
4. Marketing Strategy.................................................................................................................................. 18
4.1 Realities of STP .................................................................................................................................... 20
4.2 Integrated Strategy ................................................................................................................................ 20
4.3 Market Differenciation.......................................................................................................................... 23
5. Customer Experience............................................................................................................................... 28
5.1 Value Creation ...................................................................................................................................... 32
5.2 Enchance Existing Customer Experience through Marketing Tools .................................................... 33
5.3 Total Customer Experience................................................................................................................... 34
6. Conclusion .................................................................................................................................................. 35
7. References................................................................................................................................................... 36

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List of Tables
Table No. Title Page No.
Table 1 – Projected Revenue Composition 10
Table 2 – Non Financial Benefits 11
Table 3 - Current customer segmentation of WNS 21
Table 4 – WNS Existing Customer Experience 33
List of Figures
Figure 1 – Marketing Orientation Grid 07
Figure 2 - Market Definition Conceptual Diagram 12
Figure 3 – WNS Offerings and Business Solutions 14
Figure 4 – WNS Global Footprint 14
Figure 5 – Seven Os 15
Figure 6 – Ansoff Growth Matrix 17
Figure 7 – Market Segmentation, Targeting and Positioning Model 18
Figure 8 - Magic Quadrant for Finance and Accounting BPO 22
Figure 9 – Porter‟s Competitive Advantage Model 24
Figure 10 - Offshore first scenario 26
Figure 11 - Transform first scenario 26
Figure 12 - Business Process Globalization waves 27
Figure 13 – WNS Outsourcing Methodology 28
Figure 14 – WNS BPR Methodology 29

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Figure 15 – Marketing Mix 7 Ps 30
Figure 16 – Digital Marketing 31
Figure 17 – Digital Marketing Touch points 32
List of Abbreviations
 BPM – Business Process Management
 BPO – Business Process Management (currently referred as BPM)
 F&A – Finance and Accounting
 BPR – Business Process Re-engineering
 COE – Center of Excellence
 RFP – Request for Proposal
 RFI – Request for Information
 FTE – Full Time Employees
 ERP – Enterprise Resource Planning
 OCR – Optical Character Reader
 HR – Human Resources
 IT – Information Technology
 CEO – Chief Executive Officer
 CFO – Chief Financial Officer
 COO – Chief Operating Officer
 CIO – Chief Information Officer

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1.0INTRODUCTION:
The purpose of this management report is to develop a marketing strategy for the company, using relevant
marketing concepts, frameworks and models to move forward as a market oriented company within next two
years. In this report the formulation is aimed at grouping and segmenting the clients and thereby targets those
specific segments with matching bundle of services and position as the market leader through its
differentiation and customer experience.
1.1Company Overview
WNS Global Services is a leading global Business Process Management (BPM) company which is listed in
New York Stock Exchange (NYSE: WNS). WNS offers business solution to 200+ clients across globe and
mostly are from Fortune 500 and FTSE 100 companies. WNS helps large organizations to run its operations
more efficiently and effectively through outsourcing, transforming and create Centre of Excellence (CoE) to
deliver a wide range of business process management services such as research and analytics, customer care,
technology solutions, finance and accounting, human resource solutions and industry-specific front-office
and back-office processes. It mergers operational excellence with subject matter expertise in key industry
verticals, including Insurance, Banking and Financial Services, Healthcare, Media and Entertainment,
Manufacturing, Consulting and Professional Services, Telecom and Diversified Businesses, Retail &
Consumer Packaged Goods, Travel and Leisure and Utilities, Shipping and Logistics,.
WNS has over 27,000 plus professionals in 36 delivery centers across the globe, including UK, US, Australia,
Philippines, India, China, Poland, Costa Rica, Romania, Sri Lanka and South Africa.
The senior management team of WNS based out of Mumbai identified Sri Lanka as a potential delivery
location in the year 2004 and opened its first international location outside India. Currently WNS Sri Lanka is
servicing 11 international and domestic clients across globe with the talent pool of 750+ technically skilled
people from domain areas like Finance and Accounting, Legal Services, Customer Services and Company
incorporation and secretarial work.
Source: www.wns.com

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2.0BUSINESS PHILOSHOPHY
2.1Concept of Orientation
The concept of marketing has evolved over a period and in the current context "the customer is king". The
orientation is a strategic decision for a company and it determines the sustainability in the future.
2.2Evolution of Marketing
Figure 1 – Marketing Orientation Grid
Production Orientation
Reduction of cost through mass production and "economies of scale" generated will reduce the cost and
increase the profits.
Product Orientation
Build a superior product with functional options and high quality. The product to be made considering
consumer needs wants and expectations.

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Sales Orientation
Make the product and sell it to the target market. This requires proper market research prior to product
development; otherwise it will not meet the customer needs.
Market Orientation
The company sees the customer as the king; all activities in the company are around the customer needs and
wants. A market orientated company will prioritize to understand customer needs and wants, before
implementing marketing strategy based on the market research.
Source: http://www.learnmarketing.net/orientations.htm
2.3Company’s current orientation
The company is currently sales oriented and gives more focus in selling their services to the target clients. The
product is mainly made based on company‟s capability and capacity to cater the clients. Currently the client
provide their requirement through a document called Requirement for Proposal (RFP) and the company
provides the information by matching its products in a document called Request for Information (RFI). The
client will short list the service provider based on the response in RFI and finalise the solution which is most
beneficial to the client in terms of financials and business value.
2.4Drivers for change of orientation
Though company is designing the solution based on clients‟ requirement, the solution is limited to company‟s
internal resources such as people, technology and tools. There is a need to bring change to this approach to
compete in the market otherwise the company will not have any differentiators to create business value to the
clients.

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2.5Proposed new orientation
It is recommended to move the company towards market orientation where more focus required in the market
research in order to understand the market trends, new technology and best practices to delight the client and
for business sustainability.
2.6Potential Business Value
There is a range of business value in adopting marketing orientation which brings Financial and non financials
benefits to the company.
Financial Benefits:
It is anticipated that the demand for the service will increase in the market when it meets customer needs and
wants. The satisfied customers will buy more services from the company and will attract new customers
through its success and word of mouth. Hence the projected revenue will increase and will contribute to the
profitability of the company.
The below example explains when a customer outsource 155 FTEs (Full time employees), they could save
around Rs. 415 million. Meantime, if you are a market oriented company, the customer needs and wants
would have clearly sets out during the initial study and created efficiency to the customer by providing
upfront business solution. It increases the benefit to the customer by another Rs.144.7 million
(104.6m+40.1m).

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Source of Revenue Method of calculation
Value USD
Million
Value LKR
Million
Cost Arbitrage arising
from 155 FTE
offshoring
Based upon the delta between the
billing rates charged by WNS and
the actual average wage rates paid
to client staff
3.2 415.0
15% Upfront efficiency
gain of 23 FTE reduction
based upon the average wage rate
paid to client staff 0.8 104.6
10% year end FTE
Reduction of 15 FTE
based upon the cost arbitrage rate
0.3 40.1
Total
4.3 559.7
Table 1 – Projected Revenue Composition
Non Financial Benefits
There are number of non financial benefits that you could offer to the customer and few are listed below.
 Increase operational excellence – through best practice sharing and bench mark customers‟ processes
to world class industry standards
 Increase efficiency – reduce turnaround time and increase accuracy through process automation
 Enhanced controls – through segregation duties in maker and checker, reconciliations, audits

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The below is an example of non financial benefits provided to one of the customer by the company.
Table 2 – Non Financial Benefits
2.7Sustainable Business Future
The customers buy services through commercial agreements which range from 3 – 8 years of contracts. It is
inevitable that WNS provide services to the expectation of the customer and provide a positive customer
experience in order to renew the contracts with the customer. Therefore it is very important for WNS to be a
market oriented company and understand customer needs and wants prior to providing business solutions to
its customers.

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3.0BUSINESS GROWTH
3.1 Market Definition
The term „Market‟ refers to the group of individuals or institutions that are interested, ability to buy and is
allowed by law to acquire the product or service. The market begins with the total population and narrow
downs to smaller population as shown in the following diagram.
Figure 2 - Market Definition Conceptual Diagram

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There are various terms used to define the market as described below.
 Total population – everyone as described in the Market definition above
 Potential market – interested customers to buy the product or service
 Available market – Ability to buy the product or service
 Qualified available market - legally permitted to buy the product
 Target market – company that has decided to serve from qualified market
 Penetrated market – the people who have purchased the product or service
Business Growth through Markets
The business growth is based on the market size and the size of the market is not fixed. The size of the
available market for a product or service can be manipulated by the product's price, changes in law.
Source: http://www.netmba.com/marketing/market/definition/
3.2Current Market
WNS‟s customers and consumers are large organizations and institutions across the globe. Currently it is
offering services to 200+ global clients from Fortune 500 and FTSE 100 companies. WNS provides front,
middle and back end business management services across multiple industries as shown in the below diagram.

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Figure 3 – WNS Offerings and Business Solutions
WNS global foot print with 27,000 plus professionals based out of 36 delivery centers.
Figure 4 – WNS Global Footprint

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3.3 Proposed New Market Definition
Consumer behavior is complex, but to understand it the following dimensions of such behavior can be
addressed to good effect.
SEVEN Os
Figure 5 – Seven Os

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It is suggested that the following key questions need to be answered:
 Who constitutes the market? Occupants - Large multinational companies
 What does the market buy? Objects - Business solutions and Management Services
 When does the market buy? Occasions - Throughout the year
 Who participates in the buying? Organizations - CEOs, CFOs and COOs from Large companies
 Why does the market buy? Objectives - Cost arbitrage and value addition to business
 How does the market buy? Operations - Through Commercial Agreements
 Where does the market buy? Outlets - Through Global Sales offices
Source: Page 129 of course manual by Dr. Lester Massingham
The new market definition will be, „The global large organizations who want to run their business effectively
and efficiently‟.
3.4 New Business Horizons
Ansoff‟s growth matrix suggests four alternative marketing strategies.
Market penetration – Increase market share within existing customers. This is through selling more
products or services to existing customers or by finding new customers within existing market.
Product development – Develop new product or service for existing market. The customer needs are
captured to satisfy the customers and differentiate from competitors.
Market development – Find new market for existing products and services. Market research and
segmentation will help to identify new customers.
Diversification – Move new products and services into new markets. It is a risky strategy.
Source:http://businesscasestudies.co.uk/portakabin/achieving-growth-through-product-development/ansoffs
-matrix.html#ixzz3EjWlBPay

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Figure 6 – Ansoff Growth Matrix
There is a high potential for WNS to develop Business Process re-engineering as a line of service to the
customers. Currently customers are looking for a vendor to outsource their operations to achieve only cost
arbitrage. It is recommended to first focus on product development to match the expectations of the customers
and then move to market development.

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4.0MARKETING STRATEGY
Figure 7 – Market Segmentation, Targeting and Positioning Model
Market Segmentation is a process of dividing a market into separate groups of buyers who have different
needs, wants, characteristics or behaviors,
Business Markets are segmented as below.
 Personal characteristics
 Demographics
 Operating variables
 Situational factors
 Purchasing approaches

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Market Targeting – This is an evaluation of each segments and selecting one or more segments to focus.
Selecting Target Market Segments
 Undifferentiated/Mass Marketing - target the whole market with one product
 Differentiated/Segmented Marketing - target several market segments and offer separate
products
 Concentrated/Niche Marketing – target a large share in a selected segment or niche‟s
 Micro & Local/Individual Marketing - develop products to the needs and wants of local
customers and individuals
 Local Marketing –higher marketing cost, technology and may dilute brand image
 Individual Marketing – custom made products, and one on one marketing with the help of
technology
Choosing A Market Coverage Strategy
 Limited Resources? - Concentrated
 Uniform Products? (steel, grapes) - Mass/Undifferentiated,
 Many Products? - Differentiated
 Competitor Uses Segmentation? - Cannot use Undifferentiated
 Buyers have same tastes? - Undifferentiated
 New Product? - Undifferentiated or Concentrated
Differentiation and Positioning
Positioning - A product is positioned based on the attributes that captures consumers‟ mind comparing to the
competing products through perceptions and impressions.
Step 1 – Identify differentiating competitive advantages to build a position
Step 2 – Identify and choose the right competitive advantages
Step 3 – Select a positioning strategy

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Develop a Positioning Statement - This position must be communicated & delivered & monitored &
adapted over time to meet consumer needs.
Source: Armstrong G., Adam S., Denize, S. and Kotler P.(2012) Principles of Marketing, 5th Edition,
Sydney, Pearson/Prentice Hall., pp. 184-208.
4.1Realities of STP
Current WNS customer base is 200+ global large organizations from various industries. All customers are
under renewable commercial agreements for a period of 3 – 8 years contract. The Business process
re-engineering (BPR) is one of the products to focus in the market to create differentiation and value
proposition for customers to attract and retain from other competitors.
4.2Integrated Strategy
Customer segmentation and profiles of WNS:
Current WNS operating model is structured to cater eight different verticals of business by industry and
provide seven cross functional services from front office to back office. Also have customers across the globe
and servicing in English and other main languages.
Table 3 - Current customer segmentation of WNS

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Proposed Target Market:
It is recommended to target both Finance and Accounting and Technology Solutions out of the seven cross
functional offerings. In the globalised world, currently large multinational companies are moving towards a
centralized operating model for Finance and Accounting to have more controls over the financial numbers
and to create visibility to overall bigger picture of the company to drive excellence in performance and
achieve company vision and mission and objectives in the short and long term. Hence customers are looking
for vendors who can create shared services to standardize their processes across all business units around the
global offices. This will help the customers to run the Finance operations effectively and efficiently through
„Center of Excellence‟ (CoE) operating model. The technology plays a major role in facilitating the
excellence in the proposed operating model. The customers will require tools and technology to automate
their processes through Business process re-engineering (BPR). Hence Technology solutions also should go
hand-in-hand with Finance and Accounting service offering. Our target market should be all eight industries
across English speaking countries where we have available skill set and competencies to match the demand in
the market. Also we will target the Chief Financial Officers and Chief Information Officers who are the main
decision makers in the outsourcing business as they are the representatives of the customers and consumers of
the service provided by WNS. This is a strategic move to target the focused group and the success of this
offering will open up for new businesses within the same customer where customers will be willing to
outsource operations from balance five cross functional areas offered by WNS.
Competitive Positioning:
WNS is currently positioned as one of the leader in Finance and Accounting outsourcing world by Gartner
group (leading independent consulting company for BPM industry)

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Figure 8 - Magic Quadrant for Finance and Accounting BPO
Source: Gartner's "Magic Quadrant for Finance and Accounting BPO”, released May 28, 2014.
Though WNS is currently in the „Leaders‟ quadrant, but there are competitors who are ahead of WNS in the
F&A world. There are big four players in the BPM industry such as Accenture, IBM, Genpact and Capgemini
who have positioned well in the market by product differentiation, technology and tools. But their services are
given at a premium price compared to WNS‟s price. Hence it is recommended to focus on BPR to create
product differentiation where WNS can re-engineer customer‟s process before transitioning to offshore in
order to give productivity to customers upfront. This approach will attract customers to gain benefit sooner
compared to realize the benefit post transitioning which will take more time and effort to implement the
change. Also continue to have the cost advantage by selecting low cost locations such Sri Lanka where we
could capitalize the cost arbitrage with uncompromised skill set and quality of delivery.

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Positioning Statement:
The statement should highlight our passion for innovation which will bring value addition to customer
processes and enable our customers to outperform.
“The passion for Innovation, transform to Outperform”
4.3Market Differentiation
Market differentiation is about achieving a sustainable competitive advantage over the other competing
products and services in the market.
Porter suggested below four business strategies that could be adopted to gain competitive advantage.
Figure 9 – Porter‟s Competitive Advantage Model

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Cost leadership – The focus is to become the lowest-cost provider in the market.
Cost focus - A lower-cost advantage in just one or a small number of market segments.
Differentiation focus - Differentiate within just one or a small number of market segments.
Differentiation leadership – Aims to achieve competitive advantage across the whole market.
The need for value addition beyond cost arbitrage in Offshoring
Outsourcing is becoming a strategy for finance restructuring in large organizations. According to Rick Sturge,
CIMA‟s director of employer and strategic development “technology is enabling accounting processes to be
undertaken remotely from the business whilst driving the need for consistent skill across the globe”. In
offshoring the retained function focuses on driving the business and creating shareholder value, whilst the
outsourcer is increasingly tasked to provide more value creation. (CIMA, 2007)
Sri Lanka has the world‟s largest pool of UK qualified English speaking accounting professionals outside the
UK, mainly through CIMA. (Abeywickrama, 2011)
The case for transforming prior to Offshoring
Companies can drive down finance process costs through discrete globalization and strategic transformation
initiatives, as well as through continuous process improvements.
In Scenario 1, the company undertakes a “lift and shift” (offshore prior to transformation) globalization
initiative. Due to low up-front investment, the benefits can start accruing almost immediately.

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Figure 10 - Offshore first scenario
In Scenario 2, the company undertakes a large strategic transformation initiative up front, (transform prior to
offshore) substantially reducing the finance cost through automation, centralization & BPR before moving the
remaining work offshore.
Figure 11 - Transform first scenario

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Companies must consider how transformation/globalization decisions impact the risk and reward profile of
existing finance processes. Most of the companies follow a blended approach, strategically transform some
processes first, while offshoring and then re-engineer others later.
Figure 12 - Business Process Globalization waves

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Technological tools enabling process transformation
Due to the increasing role of IT in the modern Chief Financial Officers expectations most large organizations
have invested millions in their ERP (enterprise resource planning) systems during the last 2 decades.. While
ERP is very effective to implement controls and integration the issue lies with the fact that the ERPs don‟t
deal with getting paper into the system, resulting in the need for a range of PETS (process enabling
technological solutions) such as scanning, optical character recognition (OCR) and e-invoicing tools.
(Sandra Higgison, 2011)
In a conventional model, companies first do a Due Diligence process to understand customer‟s process,
transition to offshore without making any changes to the „As Is‟ process and then look at the process
improvements post stabilization of operations after around one to two years. A four step transformation
framework was conceptualized by brining BPR before the transition step to create value and bring benefits
upfront to customers.
Figure 13 – WNS Outsourcing Methodology
Also the BPR is recommended to be implemented in phased approach without impacting the operations at one
go. The below model explains the stages that we could implement where first „Fix and Shift‟ to realize the
quick wins and focus on midterm and long term transformation in the customer processes transitioned to
offshore. This is a new concept and will differentiate the service and create sustainable advantage over other
leading providers in the market.

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Figure 14 – WNS BPR Methodology
5.0CUSTOMER EXPERIENCE
The Marketing Mix
Simply put the Marketing Mix is a tool used to help determine a product or brands offering. The 4 P‟s have
been associated with the Marketing Mix since their creation by E. Jerome McCarthy in 1960.
The Marketing Mix 4 P’s:
 Product - The Product should match the target consumer needs, wants and expectations
 Place – The product should be available and easy access to the target consumers
 Price – The Product should have value for money.
 Promotion – The Promotion should be informative or appealing to consumers‟ emotions.
The extended Marketing Mix which added 3 new elements to the 4 P‟s Principle in 1981 by Booms & Bitner.

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The extended 7 P’s:
 People – Have right people to sell and provide service offering.
 Processes –The delivery of the service to the target consumers
 Physical Evidence – There is some physical elements in all services though the consumer is paying
for intangibles.
Figure 15 – Marketing Mix 7 Ps

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Digital Marketing:
Digital marketing is the promotion of products or services through one or more forms of electronic media. It
enables organizations to use different channels and methods to analyze marketing campaigns and understand
the success rate in real time.
Figure 16 – Digital Marketing
Importance of Digital Marketing - Digital media is freely available to consumers to access information any
time and any place and reach is very wide and deep to their minds and perceptions. This enable organizations
to promote more conveniently compared to the traditional marketing channels.

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Customer Experience:
Customer experience is the perception of the customer (both conscious and subconscious) on the product or
brand and the relationship through all interactions (touch points) with the product or brand during the lifecycle
of the customer.
Figure 17 – Digital Marketing Touch points
Importance of customer experience management:
There is a significant value to the business in managing the customer experience more effectively. Good
customer experience management can bring the below benefits to the company:
 Product or brand preference is more strengthen through value creation and differentiated experiences.
 Increased revenue with more sales from existing customers and new customers
 Customer loyalty through personal attention and memorable service in every customer interactions.
 Reduction of customer churn and therefore lower cost in retaining and attracting customers
Source: http://www.sas.com/en_us/insights/marketing/customer-experience-management.html

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5.1Value Creation
The existing customer experience in terms of the product and services provided by WNS are shown in the
table below.
Table 4 – WNS Existing Customer Experience
Design – Currently the BPR product is not fully evolved within WNS. It requires more market research and
differentiation from rest of the similar offering from its competitors in the market.
Technology – The automation is still lacking to handle big data and customer is experiencing many issues in
UAT testing and deployment. The quality of the back end codes in programming to be improved to avoid
knock-on effect scenario.
Value – The continuous improvements are not attractive as initial streamlining and struggling to improve
further and lacking in driving significant changes in matured processes.
Pre-Sales – Lack of F&A domain knowledge in the sales team which impacts the initial interaction with the
customer and misleading with offerings available with WNS. This leads to over selling or promising certain
offerings which WNS doesn‟t have the resource or capability to match internally.
Service delivery – Lack of BPR trained resources with prior experience in F&A re-engineering at mass level
implementation.
Customer Service – There are no dedicated point of contacts across functional areas such as HR, IT, Finance
and Risk. No continuation of people who interacted initially with the customer during sales to the end of
implementation. This leads to miscommunication and repetition of effort by the customer to explain the
expectation to various people.

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5.2Enhance existing customer experience through Marketing Tools
Design – The design issue could be addressed through „Product‟ in marketing mix. The BPR product could be
developed by bringing in world class best practices from various industries and create a benchmark to elevate
customer processes by re-engineering. Also, product differentiation could be created and change of approach
from „lift and shift‟ to „fix and shift‟ to give sustainable advantage to the customer.
Technology – WNS requires investment in technology to create world class ERP systems to cater the
customer requirement and to create competitive advantage with its competitors in the market. Technology is
part of the product and to be addressed during the product development.
Value – Focus on continuous improvement and capability to be built to handle major improvements on a
on-going basis for customer retention.
Pre-Sales – Build capability of the sales team by having the right people with relevant domain knowledge and
educate the team on a continuous basis through e-learning and access to various web sites to research the
market trends and new tools. Also company website and other related analysis and blogs will help customer to
get correct information on the company capabilities.
Service Delivery – Hire right people with BPR knowledge from the market who had experience in BPR in
F&A with global implementation projects.
Customer Services – Customer service to be improved and provide point of contact with email addresses
where customer can keep in touch with the company throughout the journey. This will build good relationship
and provide personalized service which is demanded by the customers in this era. Also having customer
relationship managers will help customer to get speedy services and resolve all issues with the company.

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5.3Total Customer Experience
It is expected that the improved BPR product will have a differentiated advantage from the competitors and
will satisfy the existing customers and attract new customers through word of mouth. Also it is anticipated
that the improved customer services will build good relationship with customers and create loyal customers
for a sustainable business in the BPO market.

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6.0CONCLUSION
The rational of this report is to assess current conditions and formulate a new marketing strategy for WNS.
WNS is currently a sales oriented company where focuses on selling its products to institutional clients in the
market. The customer needs and wants are analysed during the RFP process but the purpose is to match the
existing product available as an offering rather taking as an input to develop new offerings to cater to
customer needs and wants.
One of the WNS value is „Client first‟ and it is a customer centric organization. Also the internal eco system is
developed to in cultivate the client first culture in people and customer feedbacks are directly linked to the key
performance indicators of the individuals.
The customers of the WNS are institutional organizations where buy services through commercial agreements
for a period of 3-8 years. The revenue is almost guaranteed for this period and business is sustainable provided
the customer experience is positive with the product and services of the company. The customer has the
option to exist from the contract anytime if the service level agreements are not met and this is legally
permissible as per the termination clause.
It is inevitable to have product differentiation and create competitive advantage to attract and retain customers
as the market place for BPM is very competitive with similar offerings. It is recommended to target Finance
and Accounting and Technology solutions from the segmentation across all industries in English speaking
countries. The BPR is the key product with „fix and shift‟ approach to create differentiation in the market to
provide positive customer experience to the existing customers and attract new customers from the market. It
is predicted that the change of marketing strategy to market orientation, will significantly contribute to the
growth of the company and sustainability through positive customer experience.

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7.0 References
1. http://www.wns.com
2. http://www.learnmarketing.net/orientations.htm
3. http://www.netmba.com/marketing/market/definition
4. Page 129 of course manual by Dr. Lester Massingham
5.http://businesscasestudies.co.uk/portakabin/achieving-growth-through-product-development/ansoffs-matri
x.html#ixzz3EjWlBPay
6. Armstrong G., Adam S., Denize, S. and Kotler P.(2012) Principles of Marketing, 5th Edition, Sydney,
Pearson/Prentice Hall., pp. 184-208.
7. Gartner's "Magic Quadrant for Finance and Accounting BPO”, released May 28, 2014.
8. http://www.sas.com/en_us/insights/marketing/customer-experience-management
9. Abeywickrama, B. Y. (2011, August). The BPO Edge. Retrieved August 2014, from
http://www.cimaglobal.com/:
10.http://www.cimaglobal.com/Thought-leadership/Newsletters/Regional/The-CIMA-Edge-South-Asia-and
-Middle-East/20111/July--August-2011/The-BPO-Edge/
11. Capgemini. (2010, December). Special Reports.from http://www.icaew.com/:
12.http://www.icaew.com/~/media/Files/Technical/Business-and-financial-management/Special%20Reports
/SR31-Finance-Transformation.pdf
13. CIMA. (2007, April). BPO boosts global demand for professional accountants. From
http://www.cimaglobal.com
14.http://www.cimaglobal.com/Thought-leadership/Newsletters/Insight-e-magazine/Insight-April-2007/BP
O-boosts-global-demand-for-professional-accountants
15. Everest. (2012). Process-Innovation-in-FAO-Emergence-of-World-Class-Lift-Shift-. 16. Jamie Lyon, D.
K. (2012). Finance transformation: expert insights on shared services and outsourcing. London: ACCA.
17. https://www.kpmg.com/US/en/IssuesAndInsights/ArticlesPublications/Documents/transforming-finance
18. Proctor, J. (2012, September). business-process-reengineering-vs-business-turnaround.