1. Outsourcing - The next frontier in Editorial Workflow
Shivaji Sengupta – Vice President – Business Solutions
WoodWing Publishing Conference 2007 Barcelona, Spain

2. Who is HOV Services?
• We Process over 10,000,000 Business
Transactions a Month
• 70+ Processing Centers Globally.
• Headquartered in Troy, MI
• Service over 50% of the Fortune® 100
• Employ 12,000+ People
12 000+
• Regional Delivery with Global Footprint
• Strong Platform with 4000 Customer Base
• 20+ Years Experience
• Six Sigma, ISO 9001, CMM Level 4 Certified
Sigma 9001
• Redundant Configuration / Quick Scalability
Canada
HOVS ranked in the top 25 of the Global
Outsourcing 100 List published in
FORTUNE® magazine by the International
Association of Outsourcing Professionals and
was recently named to the Global Services 100
distinguishing HOVS as one of the world’s most
g g
innovative outsourcing service providers.
Mexico India China

3. Industry Opportunities?

4. Workflow Evolution
Workflow in the 1970s Workflow in the 2010s
Type text, edit and send to Copy text from manuscript,
typesetter paste into layout and style
Shoot photos, develop film, Select digital photos
select from contacts, make Publish in Workflow
glossies PDF proof for approval
Read and correct proofs. Repeat. Create PDF/X for printer from
Repeat again InDesign and eMail
Design layout in pencil and
submit for approval
Stand by the Blackberry all night
Paste text on boards. Make
photostats of photos to size
Retouch and scale photos
Rt hd l ht
Send boards to photoengraver
Approve blues
Stand by press all night

5. Redefined Workflow?
Remote Workforces
Outsourcing
Media consolidation
Fragmentation

6. Editorial Workflow Eco System
Enterprise Wide Content Management System
Applications:
•Content
Content
Editorial Workflow System
Management
•Learning Archival
System
Management
•Human Resource
Human Resource
Management Tools
System
•Archival System
•Purchase / Finance
Purchase Finance Performance Access Control
Managem
M Management and Rights
ent
System Extranet System Management
System
•Indent and
Approval System.

7. Maintenance and Help Desk for
Editorial Workflow Eco System.
d to a o o co Syste
Biggest hidden costs in the application space:
• Maintenance of existing platforms.
• Development of new features / bug fixes
fixes.
• Functional and Technical Help Desk for Users.
Costs hidden away in:
• Temp Programmers for set up who
tend to stay long term.
term
• Onsite Contractors / Consultants for
Help Desk needs.
• Maintenance left up to in-house
technology groups / depts.
• Backlog of Development due to
unavailability of in-house resources.

8. Typical Help Desk Scenario
Level I Customer Support
Application Application Application Application Application
1 2 3 4 5
Business Business Business Business Business
Group Group Group Group Group
Help Help Help Help Help
Desk Desk Desk Desk Desk
IT Infrastructure – Hosting Connectivity Servers etc
Hosting, Connectivity, etc.

9. Some of the Challenges Involved
• Staffing multiple teams of function and technical
folks to
f lk t maintain multiple systems in departments
iti lti l t id t t
like IT, HR, MIS, Editorial, Fulfillment, Systems etc.
• Una ailabilit of skilled resources .
Unavailability reso rces
• Due to this Integration is virtually impossible and
usually comes down to being a blame game when
something goes wrong.
• Absence of a common strategic and Tactical plan is
handle integration and roll outs.
• Lack of technical and functional documentation.

10. Seamless, Integrated & Effective
Tech Custo e Suppo t
ec Customer Support
Business Business Business
Groupp Groupp Groupp
Level I, II Business Application ‘s / Portal ‘s
and III
Inbound Phone,
Customer
eMail and Web
Application Help Desk for Bug
Chat Queries
Support Fixes, Change Requests
IT Infrastructure – Hosting,
Connectivity, S
C Servers etc.

11. Integrated Support for Eco System
Integration
Tighter integration
between the various
Knowledge Exchange /
application systems
Documentation
leading to higher uptime.
Central Repository of
Technical and Functional
Knowledge of
WoodWing and its Eco
System.
St
Business Support
Finally one customer
support & tech group
that
th t can talk to various
t lk t i
Global Changes
business groups to
One team means one
develop one strategy
strategy and One Fix.
to ensure satisfied
No more indi id al
individual
customers and
applications evolving
business outcome.
disparately.

12. Components of Help Desk
•Functional Help: When Users
Functional
need to know feature sets and
how to navigate them.
•Technical Help: When a set up of
the application or modules of it are
required.
required
•Development: When new
changes are requested for by the
g q y
business groups.
•Maintenance: Include regular
activities like database
maintenance and troubleshooting
bugs.
bugs

13. The Support Model
Incoming Support Calls
for Workflow Eco-System
Support.
Co-ordination with
WoodWing and other
partners
Level 3 Co- Highly Productive
Level 1 - Diagnostic
Application coordinating Internal and
Support &
Development Team Engineering Level External User
Level 2 - Advanced
Support
pp Base.
Technical Support
pp
Respond to
Improved Individual Needs
Product / Service
Quality
Identify Sources
of Dissatisfaction
Feedback on
Prevention
Conduct Root
Cause Analysis

14. Levels of Engagement

15. Business outcomes for customers
are the basis for services.
“People d ’t b quarter-inch
“P l don’t buy tih
drills. They buy quarter-inch
holes.”
- Theodore Levitt

16. Top 4 Drivers for Outsourcing
Take on Short-Term Trials Before Making Long-
Term Commitments.
Look for ‘Thinking Out of the Box partners to
Thinking Out-of-the-Box’
drive Knowledge Process Outsourcing.
Look for Pre-configured Solutions to Enable
g
Speed and Agility.
Global Delivery is the Way Forward.

17. Things to Avoid
Avoid any design that is known to introduce inefficiencies. Also avoid any
unnecessary step or steps that are likely to have a negative impact on
y p p y g p
customer satisfaction.
• Sorting. In a “sorting” model, calls
are routed to groups of specialists.
specialists
• Gatekeeper. A “gatekeeper” model
forces customers to go through some
intermediary group before they speak
it di bf th k
with an individual who may solve
their issue
• Callback. W li i
C llb k We live in a world of instant
ld f i t t
gratification, and supporting
customers in “callback” mode is no
longer acceptable.
acceptable
• One size fits all. Customers have
different needs and expectations.

18. Best Practices
Certain models and processes have been proven, over time, to deliver good
results. Industry studies have found that support centers providing world-
class service have a number of common traits.
• Define the level of service that In the service and support world,
your contact-handling process is
contact handling the triage process must include
intended to deliver, and then defined escalation paths and
design a model that will achieve thresholds that ensure customers
this objective.
j will receive the appropriate level of
pp p
attention.
• Skills-based routing (SBR) is a
technique that essentially • “Call Center” approach - Think
matches customer needs to agent about your service/ support
skills. operation as a “call/contact
center,” as opposed to a “technical
• Triage support methodology
resource center.” A typical call or
yp
determines the urgency and
contact center manager believes
complexity of each incident so
that the key to running a smooth
that treatment decisions can be
operation is efficient call-flow and
made accordingly.
call-handling processes.

19. Application Support Phases
Service
Optimisation
Service
Alignment Decision Center
Service Knowledge
Control Management
Service Service Level
Help & Change Management
Establishment Requests
Catalogue Mgt
Change Mgt
Service/Help Desk Business Intelligence
Problem Mgt
Incident M t
I id t Mgt
Release Mgt
Configuration Mgt
Discovery
Reporting

20. Creating Valued Partnerships
Adding Value
g
Building Virtual
through Innovative
ODC’s thus
and Convergent
retaining talent and
Technologies and
building
Initiatives
accountability
Ensuring high
Engaging clients
productivity on
by addressing core
solutions executed
l ti td
business issues
thru motivated
with focused
teams.
solutions.
“Ideas won’t keep. Something must be done about them. When the idea is
new,
new its custodians have fervour, live for it and if need be, die for it.”
fervour be it
Alfred Whitehead

21. The HOV Services’ Global BPO Advantage
• Business Process Knowledge
• End-to-End Solutions
End to End
• High Quality Skills &
Resources
• Flexibility
• Commitment to Quality &
Continuous Improvement
• Common Technology
Technolog
Platforms with Load
Balancing &
Disaster Recovery
• Security

22. Gracias
Russian
Thai
Traditional Chinese
Thank You
Spanish
Obrigado
Ob i d
Arabic
Brazilian Portuguese
Grazie Danke
Merci
German
Italian
French
Simplified Chinese
Tamil
Korean
Hindi
Japanese
eMail: ssengupta@lason.com
M il t @l Call: 1
C ll +1 248 835 0939