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.
This document provides an overview of Commerce Bank, including its strategy, approach, and results. Commerce Bank focused on customer service, using a retail model to grow through expansion rather than acquisitions. It targeted deposit growth and had lower deposit rates than competitors. Commerce Bank saw strong growth compared to industry averages and had a customer-centric approach focused on convenience, customized service, and customer delight. The summary highlights key aspects of Commerce Bank's strategy and success.
Commerce Bank's service delivery system prior to implementing its Retailtainment program focused on providing excellent customer service. Key aspects included its "10 minutes or less" rule, friendly service in branches to attract customers rather than pushing them online, and principles like saying yes to customers and making each feel special. The Retailtainment program added playful elements like costumes, decorated cubicles, free coffee and newspapers, and phones on ATMs to improve the service experience. While it helped meet goals initially by differentiating Commerce Bank, the strategies started being copied by competitors. The financial statements showed support for the strategy through higher interest income growth and net income compared to industry averages, though Commerce Bank had a lower loan to deposit ratio and
Tiger Woods was an effective spokesperson for Accenture because he embodied the brand's focus on high performance through his own accomplishments and competitive drive on the golf course. By associating the Accenture brand with Woods' persona of dedication, talent, and winning results, the ads helped position Accenture as a partner capable of helping clients achieve similar "high performance."
Sastodeal is an e-commerce company founded in 2011 in Nepal. It aims to connect buyers and sellers across the country by facilitating online transactions. The company has grown significantly, receiving 40,000 orders per month on its website and Facebook page. It employs over 30 people and provides training to interns. Going forward, Sastodeal looks to expand its product availability nationwide, improve its delivery services, and potentially open a showroom. Online shopping is becoming more popular in Nepal due to convenience, though security and payment issues still present challenges for the e-commerce sector to grow further.
Singapore Airlines has a long history of innovating and investing in customer service to differentiate itself from competitors. It implemented a "Spacebed" concept to install new premium seats on some aircraft that would recline fully flat like a bed. Analysis showed the Spacebed would take over 2 years to break even on installation costs due to reduced seating capacity. While it improved the premium experience, there were concerns about rising costs and labor rates. The document discusses alternatives like using lower cost international labor and testing the Spacebed on selective routes before making a final decision.
Seth Horkum is the strongest candidate for the position at RSH. He has extensive experience as a top-rated sell-side analyst, strong industry knowledge of PowerChip, a commitment to loyalty, and good communication skills. While all candidates have strengths, Seth is the top-ranked by Institutional Investor, has close relationships with companies, and is eager to join and prove himself at RSH. The hiring process could be improved by giving candidates a virtual project to demonstrate their skills and organizing a debate for them to distinguish themselves.
This ppt is based on how DBS Bank has achieved digitization, vision, mission, profit, growth, market strategy, history, details, limitations, achievements, awards, CEO, products, applications they created, charts. This case study will give brief about how they become digitally strong and powerful in Asian market
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
This document provides an overview of Commerce Bank, including its strategy, approach, and results. Commerce Bank focused on customer service, using a retail model to grow through expansion rather than acquisitions. It targeted deposit growth and had lower deposit rates than competitors. Commerce Bank saw strong growth compared to industry averages and had a customer-centric approach focused on convenience, customized service, and customer delight. The summary highlights key aspects of Commerce Bank's strategy and success.
Commerce Bank's service delivery system prior to implementing its Retailtainment program focused on providing excellent customer service. Key aspects included its "10 minutes or less" rule, friendly service in branches to attract customers rather than pushing them online, and principles like saying yes to customers and making each feel special. The Retailtainment program added playful elements like costumes, decorated cubicles, free coffee and newspapers, and phones on ATMs to improve the service experience. While it helped meet goals initially by differentiating Commerce Bank, the strategies started being copied by competitors. The financial statements showed support for the strategy through higher interest income growth and net income compared to industry averages, though Commerce Bank had a lower loan to deposit ratio and
Tiger Woods was an effective spokesperson for Accenture because he embodied the brand's focus on high performance through his own accomplishments and competitive drive on the golf course. By associating the Accenture brand with Woods' persona of dedication, talent, and winning results, the ads helped position Accenture as a partner capable of helping clients achieve similar "high performance."
Sastodeal is an e-commerce company founded in 2011 in Nepal. It aims to connect buyers and sellers across the country by facilitating online transactions. The company has grown significantly, receiving 40,000 orders per month on its website and Facebook page. It employs over 30 people and provides training to interns. Going forward, Sastodeal looks to expand its product availability nationwide, improve its delivery services, and potentially open a showroom. Online shopping is becoming more popular in Nepal due to convenience, though security and payment issues still present challenges for the e-commerce sector to grow further.
Singapore Airlines has a long history of innovating and investing in customer service to differentiate itself from competitors. It implemented a "Spacebed" concept to install new premium seats on some aircraft that would recline fully flat like a bed. Analysis showed the Spacebed would take over 2 years to break even on installation costs due to reduced seating capacity. While it improved the premium experience, there were concerns about rising costs and labor rates. The document discusses alternatives like using lower cost international labor and testing the Spacebed on selective routes before making a final decision.
Seth Horkum is the strongest candidate for the position at RSH. He has extensive experience as a top-rated sell-side analyst, strong industry knowledge of PowerChip, a commitment to loyalty, and good communication skills. While all candidates have strengths, Seth is the top-ranked by Institutional Investor, has close relationships with companies, and is eager to join and prove himself at RSH. The hiring process could be improved by giving candidates a virtual project to demonstrate their skills and organizing a debate for them to distinguish themselves.
This ppt is based on how DBS Bank has achieved digitization, vision, mission, profit, growth, market strategy, history, details, limitations, achievements, awards, CEO, products, applications they created, charts. This case study will give brief about how they become digitally strong and powerful in Asian market
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
This is the dissertation conducted by Mahinya Aman, in partial fulfillment of the requirement for the Degree of Bachelor of Human Resources Management of Tumaini University Dar es Salaam College, Tanzania
Summer Internship Project Report on Digital Marketing for INTERALLAINCE WER...anonymous
Summer internship project report on Summer Internship Project Report on Digital Marketing for INTERALLAINCE WERARDT & Market Survey For New Product Launch: BONN BREAD
Performance Analysis of mode-wise investment of the Union Bank Limited, D.T R...Abir Abir
This document provides an overview of Union Bank Limited in Bangladesh as the background for analyzing the bank's investment performance. Some key points:
- Union Bank Limited is a private commercial bank established in 2013 that operates according to Islamic shariah principles.
- The bank aims to become a socially committed, world-class financial institution by providing fast, accurate customer service while maintaining ethics and transparency.
- It has over 100 branches across Bangladesh and offers various banking products and services like deposits, investments, loans, and foreign exchange.
- Investment is a major part of the bank's operations and a key source of revenue, so analyzing its different investment modes is important to understand performance.
Sachin and Virag are entrepreneurs who graduated from IIM Bangalore. Instead of getting jobs, they decided to start a fresh vegetable business in India. They learned about the benefits of mushrooms and started cultivating them. Their first batch was bought by a star hotel in Bangalore, which then placed regular orders. Now Sachin and Virag run a mushroom industry alongside other small entrepreneurs. They aim to sell mushrooms all over India on a large scale as mushrooms have great market potential as a perishable food.
This document presents the findings of a SERVQUAL survey conducted on Airtel mobile service customers in Bangladesh. It summarizes that technical quality was the highest ranked dimension of service quality while tangibles was the lowest. Most customers felt technical quality met or exceeded their expectations while responsiveness was worse than expected. The majority of customers reported being dissatisfied or very dissatisfied with Airtel's service quality overall. The document recommends Airtel improve their network quality and work harder to retain customers given high levels of dissatisfaction and switching intention.
Flipkart and Amazon are the two largest e-commerce companies in India. While Flipkart leads in net revenue and total sales, it also has significantly higher losses than Amazon, with losses of Rs. 400 crore compared to Amazon's Rs. 321.3 crore. Both companies are still unprofitable as they pursue an aggressive growth strategy funded by venture capital. Going forward, investors will focus more on profitability than metrics like GMV or revenue as the companies look to demonstrate real value and return on investments.
This document is an internship report submitted by Sabiha Akter to analyze the credit risk management of Shimanto Bank Ltd. It contains 5 chapters that discuss the introduction, company overview, conceptual framework, analysis, and findings. The report aims to evaluate Shimanto Bank's credit risk management performance using various ratios and trend analysis related to credit risk. It provides an overview of the bank's vision, mission, products, and credit risk grading system. The analysis chapter contains calculations of financial leverage, capital adequacy ratio, classified loans, and other metrics to assess the bank's credit risk management. Overall, the report analyzes Shimanto Bank's credit risk management policies and practices.
Flipkart is an Indian e-commerce company known for its online shopping website. It has established itself as a trusted brand through its reliable and customer-centric approach. The company focuses on easy and quick shopping, various product categories, and a simple website interface. Through effective digital marketing and social media presence, Flipkart has become a pioneer in online retail in India.
Achal Raghavan's case analysis (along with those from other authors) published in Vikalpa (the IIM Ahmedabad journal) in Oct-Dec 2007. Deals with the challenges faced by Infosys in transitioning from low-end system maintenance jobs to high-end consulting / solutions projects. The analysis includes a strategy recommendation. Though published several years back, the analysis is especially relevant now, when the "Infosys 3.0" growth strategy is under increasing scrutiny.
Tesco is considering expanding its virtual store model used successfully in South Korea to the United Kingdom. However, the UK market has key differences like lower smartphone penetration, higher transportation costs, and consumer preferences for seeing products in person before purchasing fresh items. To adapt, Tesco will need to select optimal virtual store locations based on passenger traffic and WiFi access. It should also focus on fast-moving packaged goods rather than fresh foods to suit UK consumer demands. Careful consideration of the UK market characteristics is necessary for virtual stores to find success there.
- Rob Parson received high ratings for his professional skills like market knowledge and commitment from his direct manager but lower ratings from colleagues.
- He received mixed ratings for his commercial orientation, particularly regarding relationship management and adherence to firm policies.
- Rob Parson received very low ratings from colleagues for his management skills like leadership, development of people, and management of a diverse workforce.
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
The document provides an overview of operations at retail industry in India. It discusses [1] the growing organized retail sector in India compared to the largely unorganized traditional retail sector, [2] the various formats of retail operations including trends in urban and rural retail markets, and [3] some of the key challenges in retail operations related to location and merchandise selection. The objective of the project report is to examine current supply chain and operations management practices in the retail industry.
Feedback is important for self-improvement and growth. It allows individuals to understand how their actions are perceived by others and make adjustments to maximize their strengths and minimize weaknesses. At Morgan Stanley, feedback is an important part of the performance review process to help employees enhance their skills and value.
- Accor is a global hotel group founded in France in 1967 with 27 brands and over 4,900 hotels worldwide.
- New digital entrants like Airbnb have disrupted the hospitality industry with a more agile, customer-centric approach.
- Accor is undergoing a digital transformation, shifting from an asset-heavy model to a more dynamic, mobile-first organization. This includes streamlining the customer experience, implementing an agile IT structure, and creating an ecosystem of partners.
Bank of Ceylon is a major commercial bank in Sri Lanka that was founded in 1939. It has over 628 branches across the country as well as ATMs and other digital services. The bank aims to provide innovative financial solutions and empower employees while enhancing value for stakeholders. It offers various banking products like savings and current accounts, loans, deposits, credit cards, and more to serve customers of all demographics.
Case Study of Metro Cash & Carry on Business EnvironmentSandeep Patel
Metro Cash & Carry is a German wholesale retailer operating in 30 countries. It has over 120,000 employees and different store formats ranging from 10,000-16,000 sqm for classics stores to 2,500-4,000 sqm for ECO stores. Metro focuses on business customers like hotels and restaurants and sources 90% of stock locally through efficient procurement and supply chain networks. However, expanding into new markets requires consideration of political, economic, social and technological factors in the local business environment that could impact operations.
- The document outlines a marketing campaign plan for Robi telecom bundle offers and GP base customer conversion to Nagad.
- The campaign includes TV, radio, print, digital and BTL activities with an estimated total budget of 272 million BDT over 3-6 months.
- Key elements are TV, radio, and digital ads to drive awareness of Nagad and acquisition of new customers, targeting both feature phone and smartphone users across SEC segments.
Study on promotional activities of harsha project reportBabasab Patil
The document provides an executive summary and introduction to a study on the promotional activities of Harsha, a consumer goods company. The objectives of the study are to understand the medias Harsha uses, how consumers learn about Harsha, how Harsha satisfies customers, and why consumers prefer Harsha. Key findings include that most consumers learn about Harsha from family/friends, newspapers, or banners. Consumers prefer Harsha for quality products and discounts. Most are dissatisfied with Harsha's discounts, service, prices, and product range. Recommendations include providing better discounts, service, and expanding the product range. The study helped understand Harsha's promotional activities and customers' expectations.
- Accor is a major global hotel group founded in France in 1967 with 27 brands and over 4,900 hotels worldwide.
- The hotel industry is being disrupted by new digital entrants like Airbnb that have adopted more agile structures and customer-centric models.
- Accor is undergoing a digital transformation, moving from an asset-heavy hierarchical model to a more dynamic, mobile-first, and customer-centric organization through streamlining processes, developing new brands like Jo&Joe, and creating an ecosystem of partners.
This is the dissertation conducted by Mahinya Aman, in partial fulfillment of the requirement for the Degree of Bachelor of Human Resources Management of Tumaini University Dar es Salaam College, Tanzania
Summer Internship Project Report on Digital Marketing for INTERALLAINCE WER...anonymous
Summer internship project report on Summer Internship Project Report on Digital Marketing for INTERALLAINCE WERARDT & Market Survey For New Product Launch: BONN BREAD
Performance Analysis of mode-wise investment of the Union Bank Limited, D.T R...Abir Abir
This document provides an overview of Union Bank Limited in Bangladesh as the background for analyzing the bank's investment performance. Some key points:
- Union Bank Limited is a private commercial bank established in 2013 that operates according to Islamic shariah principles.
- The bank aims to become a socially committed, world-class financial institution by providing fast, accurate customer service while maintaining ethics and transparency.
- It has over 100 branches across Bangladesh and offers various banking products and services like deposits, investments, loans, and foreign exchange.
- Investment is a major part of the bank's operations and a key source of revenue, so analyzing its different investment modes is important to understand performance.
Sachin and Virag are entrepreneurs who graduated from IIM Bangalore. Instead of getting jobs, they decided to start a fresh vegetable business in India. They learned about the benefits of mushrooms and started cultivating them. Their first batch was bought by a star hotel in Bangalore, which then placed regular orders. Now Sachin and Virag run a mushroom industry alongside other small entrepreneurs. They aim to sell mushrooms all over India on a large scale as mushrooms have great market potential as a perishable food.
This document presents the findings of a SERVQUAL survey conducted on Airtel mobile service customers in Bangladesh. It summarizes that technical quality was the highest ranked dimension of service quality while tangibles was the lowest. Most customers felt technical quality met or exceeded their expectations while responsiveness was worse than expected. The majority of customers reported being dissatisfied or very dissatisfied with Airtel's service quality overall. The document recommends Airtel improve their network quality and work harder to retain customers given high levels of dissatisfaction and switching intention.
Flipkart and Amazon are the two largest e-commerce companies in India. While Flipkart leads in net revenue and total sales, it also has significantly higher losses than Amazon, with losses of Rs. 400 crore compared to Amazon's Rs. 321.3 crore. Both companies are still unprofitable as they pursue an aggressive growth strategy funded by venture capital. Going forward, investors will focus more on profitability than metrics like GMV or revenue as the companies look to demonstrate real value and return on investments.
This document is an internship report submitted by Sabiha Akter to analyze the credit risk management of Shimanto Bank Ltd. It contains 5 chapters that discuss the introduction, company overview, conceptual framework, analysis, and findings. The report aims to evaluate Shimanto Bank's credit risk management performance using various ratios and trend analysis related to credit risk. It provides an overview of the bank's vision, mission, products, and credit risk grading system. The analysis chapter contains calculations of financial leverage, capital adequacy ratio, classified loans, and other metrics to assess the bank's credit risk management. Overall, the report analyzes Shimanto Bank's credit risk management policies and practices.
Flipkart is an Indian e-commerce company known for its online shopping website. It has established itself as a trusted brand through its reliable and customer-centric approach. The company focuses on easy and quick shopping, various product categories, and a simple website interface. Through effective digital marketing and social media presence, Flipkart has become a pioneer in online retail in India.
Achal Raghavan's case analysis (along with those from other authors) published in Vikalpa (the IIM Ahmedabad journal) in Oct-Dec 2007. Deals with the challenges faced by Infosys in transitioning from low-end system maintenance jobs to high-end consulting / solutions projects. The analysis includes a strategy recommendation. Though published several years back, the analysis is especially relevant now, when the "Infosys 3.0" growth strategy is under increasing scrutiny.
Tesco is considering expanding its virtual store model used successfully in South Korea to the United Kingdom. However, the UK market has key differences like lower smartphone penetration, higher transportation costs, and consumer preferences for seeing products in person before purchasing fresh items. To adapt, Tesco will need to select optimal virtual store locations based on passenger traffic and WiFi access. It should also focus on fast-moving packaged goods rather than fresh foods to suit UK consumer demands. Careful consideration of the UK market characteristics is necessary for virtual stores to find success there.
- Rob Parson received high ratings for his professional skills like market knowledge and commitment from his direct manager but lower ratings from colleagues.
- He received mixed ratings for his commercial orientation, particularly regarding relationship management and adherence to firm policies.
- Rob Parson received very low ratings from colleagues for his management skills like leadership, development of people, and management of a diverse workforce.
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
The document provides an overview of operations at retail industry in India. It discusses [1] the growing organized retail sector in India compared to the largely unorganized traditional retail sector, [2] the various formats of retail operations including trends in urban and rural retail markets, and [3] some of the key challenges in retail operations related to location and merchandise selection. The objective of the project report is to examine current supply chain and operations management practices in the retail industry.
Feedback is important for self-improvement and growth. It allows individuals to understand how their actions are perceived by others and make adjustments to maximize their strengths and minimize weaknesses. At Morgan Stanley, feedback is an important part of the performance review process to help employees enhance their skills and value.
- Accor is a global hotel group founded in France in 1967 with 27 brands and over 4,900 hotels worldwide.
- New digital entrants like Airbnb have disrupted the hospitality industry with a more agile, customer-centric approach.
- Accor is undergoing a digital transformation, shifting from an asset-heavy model to a more dynamic, mobile-first organization. This includes streamlining the customer experience, implementing an agile IT structure, and creating an ecosystem of partners.
Bank of Ceylon is a major commercial bank in Sri Lanka that was founded in 1939. It has over 628 branches across the country as well as ATMs and other digital services. The bank aims to provide innovative financial solutions and empower employees while enhancing value for stakeholders. It offers various banking products like savings and current accounts, loans, deposits, credit cards, and more to serve customers of all demographics.
Case Study of Metro Cash & Carry on Business EnvironmentSandeep Patel
Metro Cash & Carry is a German wholesale retailer operating in 30 countries. It has over 120,000 employees and different store formats ranging from 10,000-16,000 sqm for classics stores to 2,500-4,000 sqm for ECO stores. Metro focuses on business customers like hotels and restaurants and sources 90% of stock locally through efficient procurement and supply chain networks. However, expanding into new markets requires consideration of political, economic, social and technological factors in the local business environment that could impact operations.
- The document outlines a marketing campaign plan for Robi telecom bundle offers and GP base customer conversion to Nagad.
- The campaign includes TV, radio, print, digital and BTL activities with an estimated total budget of 272 million BDT over 3-6 months.
- Key elements are TV, radio, and digital ads to drive awareness of Nagad and acquisition of new customers, targeting both feature phone and smartphone users across SEC segments.
Study on promotional activities of harsha project reportBabasab Patil
The document provides an executive summary and introduction to a study on the promotional activities of Harsha, a consumer goods company. The objectives of the study are to understand the medias Harsha uses, how consumers learn about Harsha, how Harsha satisfies customers, and why consumers prefer Harsha. Key findings include that most consumers learn about Harsha from family/friends, newspapers, or banners. Consumers prefer Harsha for quality products and discounts. Most are dissatisfied with Harsha's discounts, service, prices, and product range. Recommendations include providing better discounts, service, and expanding the product range. The study helped understand Harsha's promotional activities and customers' expectations.
- Accor is a major global hotel group founded in France in 1967 with 27 brands and over 4,900 hotels worldwide.
- The hotel industry is being disrupted by new digital entrants like Airbnb that have adopted more agile structures and customer-centric models.
- Accor is undergoing a digital transformation, moving from an asset-heavy hierarchical model to a more dynamic, mobile-first, and customer-centric organization through streamlining processes, developing new brands like Jo&Joe, and creating an ecosystem of partners.
The Global State of Customer Experience 2016CX Netowrk
We have collected the data from the over 700 responses for this report, to provide you with insights into the trends, challenges, investment priorities that will be shaping customer experience and the digital transformation of organisations. We compared the responses from our practitioner community with that of solution providers and analysts, to see where they align and where there is a marked difference.
This report includes:
1. An exclusive foreword by Forrester CMO, Victor Milligan
2. Top tips to overcome the biggest challenges facing CX leaders today
3. Insights from industry experts from Facebook, boohoo, Orange, Time Out, Euroloan Group and more
4. Advice on how organisations can keep the customer at the heart of their digital transformation
5. A look at the leaders within customer experience and what you can learn from them
The RedRoute International Franchising OpportunityAndrew Smith
This document provides information about the RedRoute Franchising Opportunity. It summarizes RedRoute's services which help clients measure business drivers, refine marketing strategies, and deliver step changes to achieve business visions. RedRoute works with clients to diagnose what really matters, predict outcomes, and propose winning strategies. The document discusses RedRoute's network and growth, provides case studies of client successes increasing sales and profits, and outlines the untapped market potential for RedRoute's services. It notes that becoming a RedRoute franchisee could provide annual revenues of around £300k from 3-5 clients, retaining approximately £150k.
The document provides information about the RedRoute franchise opportunity. It describes RedRoute's services including marketing effectiveness, data analytics, and business consulting. It highlights typical client success stories and testimonials. The document discusses the untapped market potential for RedRoute's services and outlines the benefits franchisees would receive including training, marketing support, access to clients and industry experts, and participation in international advertising. It describes the franchise setup process and fees. The summary focuses on RedRoute's services, market opportunity, and support provided to franchisees.
This document provides information about the RedRoute Franchising Opportunity. It summarizes RedRoute's services which help clients measure business drivers, refine marketing strategies, and deliver step changes to achieve business visions. RedRoute works with clients to diagnose what really matters, predict outcomes, and propose winning strategies. The document discusses RedRoute's network and growth, provides case studies of client successes increasing sales and profits, and outlines the untapped market potential for RedRoute's services. It notes that becoming a RedRoute franchisee could provide annual revenues of around £300k from 3-5 clients, retaining approximately £150k.
This document summarizes the results of a study on the impact of brand storytelling online across Asia-Pacific markets. The study surveyed 2,200 consumers across 10 countries on their interactions with brands in various sectors. It aimed to understand how exposure to branded content online influences purchase behavior. Key findings include:
1) Consumers who actively follow brands on social media have higher rates of purchase, advocacy and engagement than those who do not engage with branded social content.
2) Advocacy and purchase amounts varied significantly across different industry sectors and countries in the region.
3) Regularly sharing valuable, relevant content that aligns with a brand is an effective way to build trust and influence consumer decisions over the
NP Group is a global talent acquisition firm focused on sourcing technology professionals. It has three core service lines: executive search and permanent hiring solutions; recruitment process outsourcing (RPO) for temporary hiring; and strategic workforce resourcing. The document provides an overview of NP Group's services, growth story since 1998, leadership team, and client stories highlighting projects for Misys and Capco.
This document provides an overview of a 2014 research report by Waggener Edstrom Communications (WE) on the impact of brand storytelling through digital content across Asia-Pacific. Some key findings:
- WE conducted a survey of 2,200 consumers across 10 Asia-Pacific markets to understand how exposure to branded content online impacts purchase behavior, advocacy, and engagement.
- The survey examined these impacts across several business sectors, including mobile devices, consumer electronics, food/beverage, personal care, travel, and healthcare.
- Early results showed storytelling and purchase intent are linked, with consumers exposed to branded content online more likely to recommend brands and engage in related activities.
- However, fully understanding
Irad Office Supplies is a business that supplies general office needs including computer consumables, printer consumables, accessories, computer hardware and software. The business was founded in 2009 and has expanded its operations beyond Nairobi to other Kenyan towns. In addition to office supplies, Irad also provides services such as computer network installation and electrical solutions. The business aims to be the supplier of choice in Kenya and beyond by providing high quality products at competitive rates. It has a qualified management team and engineers to offer consultancy, projects, and maintenance services.
The document appears to be a summer internship report submitted by Nitesh Yadav about marketing strategies of multinational corporation products. It includes sections on MDRA, KPMG, SAP, and Lululemon where Nitesh worked and analyzed data to provide recommendations. At KPMG, Nitesh analyzed customer data for a client to identify which customers to target for increased sales. At SAP, Nitesh worked as a technical consultant looking at client solutions.
2014 Demand Metric Outlook Study: Highlights & HorizonsDemand Metric
There’s little doubt that 2013 was the Year of the Customer. Successful companies have always known that the “Customer is King.” What was different about 2013 was that companies, particularly their marketing and sales organizations, had better tools with which to understand their needs, wants and desires and better ways to serve these needs.
2013 was also the year in which the Modern Marketing Organization consolidated and deepened its role within large and mid-sized organizations as the owner and driver of revenue-producing initiatives and programs. More than ever before, Marketing has direct control over the sales/buying process and with it the customer journey. That change has given Marketing more opportunity to prove its value to the company, while at the same time increasing pressure to deliver results with measureable advances in performance and productivity.
This premier Demand Metric Outlook Study will examine Highlights of 2013: Our best research, great marketing moments and major
influencers in our industry as shared by our Research Directors and Senior Analyst Network.
In the Horizons section of this study, we pull out our crystal balls and share our predictions for trends, new ideas and emerging vendors and
products we see on the Horizon for 2014.
To obtain this document, visit us at http://www.demandmetric.com/register
to study customer relationship management towards pooja industries.pvt.ltd, ...SaurabhShete11
This document is a project report submitted by Saurabh Balasaheb Shete to Savitribai Phule Pune University in partial fulfillment of the requirements for a Master of Business Administration degree. The project report studies customer relationship management at Pooja Industries, which is located in Ambad MIDC, Nashik, Maharashtra, India. The report includes a declaration by Saurabh, an acknowledgement of those who provided guidance and assistance, an executive summary of the report's contents, and an index of the report's chapters.
The document provides guidance for service sector businesses on developing a quality-driven "more for more" business culture. It discusses the need for businesses to focus on quality and value rather than just cost to achieve growth. Key steps outlined include articulating a clear vision and values, permeating the culture throughout all aspects of the business, empowering employees, establishing quality standards, promoting a blame-free culture, and linking rewards to performance. The importance of ongoing training, understanding clients, realizing staff potential, and retaining talent to maintain the culture is also emphasized. A case study of a recruitment firm that implemented cultural changes to support its scaling up plans is also included.
The document discusses project management according to PMI, covering its five process groups, nine knowledge areas, project constraints and lifecycle. It also discusses the inputs, tools, techniques and outputs of project management processes.
The Power of Infographics for AEC MarketersDavid Lecours
A/E/C firms are marketing in the era of big data, but small attention spans. It’s challenging to differentiate your firm from the competition when your prospective client doesn’t have time to listen.
This presentation delivered at the SMPS Build Business National Conference will unleash the untapped power of infographics to help your firm stand out. Sure, writing and speaking are the typical ways to demonstrate thought leadership via content marketing. But who wants to be typical? With data visualization in the form of infographics, you can effectively demonstrate your expertise to win new business.
You’ll learn:
• How infographics are persuasive in differentiating your firm
• Why infographics distill the complexity of your firm into simple, compelling visual story
• Where infographics can be used in proposals
• Inspiring best practices from leading A/E/C firms using data visualization
• How to create infographics
• Where to distribute your infographics
The document discusses strategies for revenue growth in the banking sector. It summarizes findings from a PwC CEO survey that banks have mixed views on industry prospects and are focusing on transforming business models and simpler products. It also outlines PwC's revenue growth proposition to help banks address internal questions around business transformation and maximizing customer value, as well as external questions around market share growth and increasing fee-based income.
Arctos Consulting provides professional services focused on enhancing analytical marketing and customer engagement capabilities. They help companies build better relationships with customers through expertise in customer engagement strategy, analytical marketing, marketing data and technology. Richard Britton founded Arctos Consulting in 2016 drawing on over 25 years of experience in marketing, technology, and data roles. Arctos Consulting works with clients across various industries to assess capabilities, design customer engagement strategies and journeys, implement decisioning and marketing technology, and provide interim leadership and program management support.
Business Bridge Seminar Report 18th November 2013Tom Parry
This document summarizes a seminar presenting interim results from a randomized controlled trial evaluating the impact of Business Bridge's entrepreneurship training program in Cape Town, South Africa. The trial involved screening over 10,000 entrepreneurs, selecting 1,080 to participate based on growth potential, randomly assigning them to treatment (receiving either sales or finance training) or control groups, and collecting baseline and midline data. Interim results found high participant satisfaction, increased implementation of business practices among the treatment groups, and improvements in sales (25%) and profits (150-294%) for the treatment groups relative to the control group. The results provide promising evidence that business skills training can improve microenterprise performance.
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
AI Best Practices for Marketing HUG June 2024Amanda Farrell
During this presentation, the Nextiny marketing team reviews best practices when adopting generative AI into content creation. Join our HUG community to register for more events https://events.hubspot.com/sarasota/
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Concept of Marketing Information systems .ppt(1).pptx....
Marketing Management
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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.