TATA BSS: Digitally Driven Full Service Customer Lifecycle Management

By CIOReview Team

A majority of technology investments by Indian companies in the near future will be on digital technologies, platforms, cloud-based BPM solutions, mobile technologies, cyber security, social media and analytics. Indian BPM providers are scaling up their digital solutions portfolios by collaborating with startups or through investments in digital labs and incubators.They are gearing up for the big technology leap in the Indian market. Customer Experience enabled around Digital Transformation Solutions and offerings by exploitation of Cloud, Mobility, Social, Automation & Analytics is redefining the BPM Industry offerings and engagements. The Digital Revolution has opened the global Mid-Market for grabs as a green segment. 

Tata BSS, a wholly-owned subsidiary of Tata Sons, the holding company of the Tata Group, is leading this digital revolution to help businesses transform their customer experience. TATA BSS is a premier Customer Experience management company, helping its clients leverage multiple ways of connecting and engaging with their customers using an omni-channel approach. The company provides end-to-end Customer Lifecycle Management (CLM) services and Business Process Services (BPS). Its CLM services include prospecting and customer acquisition, fulfillment services, cross and up-selling services and customer retention services. Its BPS services include management and support of processes such as HRO, FAO, analytics and Business Process Audit services. The company serves over 100 marquee clients across verticals such as Banking and Financial Services, Insurance, Telecom & Media, Manufacturing, Retail and Government. It delivers over 400 million transactions a year for its customers in 36 languages with a capable 25000-strong workforce from 29 delivery locations.

Customer Experience 
It takes entirely different skill sets of people and processes to deal with ITO and BPM; for an IT services vendor, managing BPM operations is almost like running a separate entity. Unlike a pure-play IT services provider or a pure-play BPM services provider, Tata BSS has expertise in more than 100 CX related processes alone, apart from FAO and HRSS services. Its Digital IT services and capabilities are focused around Customer Experience Platforms and Solutions that include Omni-channel Technologies, Process Automation Solutions, Social Media Technologies, CRM Technologies, Mobility Platforms, Cloud Computing and Big Data Analytics. The company offers these services in agile and hybrid model that includes Dedicated & Shared Services options in both onshore and offshore models. Its engagement options include mix and match of Outcome- based Gain Share, Transaction-based and Input -based models.

Tata BSS offers Digital-in-a-box solutions that cover the entire gamut of CX services both from a business process and technology point of view. Its CLM services are offered in a Digital in a Box format – which is bundling all customer interaction and engagement services with digital enablers. This flagship offering of Tata BSS is based on iE3 framework (Interaction, Engagement, Efficiency & Effectiveness) which is its Go-To-Market Framework for Digital & IT Services as well. Its Digital-in-a-box solutions brings about accelerated time-to-market solutions that imply cost reductions, lowers risk of straddling the new world with the latest technologies while yielding efficiency improvements. Tata Business Support Services has an advantage of a non-legacy in the international arena and a great domestic advantage being a leading successful Domestic player. Based on this advantage, Tata BSS has launched its iE3 framework -based Digital- in –a- Box across the geographies of its presence. 

CLM journey 
As India’s premier CLM service provider, Tata BSS provides vertical-agnostic customer acquisition, customer support and customer retention services. Taking us through the CLM process, Srinivas Koppolu, Managing Director & CEO of Tata BSS, says, “I expect customers to spend more and more to differentiate themselves based on customer service and experience than any significant product differentiation. For the first part of CLM we help clients acquire customers, generate leads for them, follow up on those leads, run campaigns to generate leads, and convert those leads into definitive business orders for them. Customers are realizing that if they don't streamline and do this first phase of CLM scientifically, there is a significant leakage of revenues. So we have actually given that as a service to customers, saying that this will make you do that entire cycle of customer acquisition more productively, faster and cheaper. The second part is the customer management or customer support. This is the part where your actual day- to- day service comes in. This makes businesses agile, by reducing the time taken to service a customer and thereby offering a positive experience and giving more opportunities for revenue growth. You also try to cross sell to the customer to increase the revenues. The third part is the Customer Loyalty Management or customer retention. That’s where the customer experience comes in. I think loyalty management doesn't happen by default, it is actually a science.Technology enablement of customer servicing processes, bringing in the flexibility of multi-channel or rather Omni-channel to the service and being more aware of customer needs and customization is probably what will help create agility in businesses looking for customer management service.” 

Continuing further he says, “The four important elements with regards to customer service are personalization, multi-channel, multi-device and context. Today social media has become a big channel of customer service. Organizations need to deliver contextually relevant experiences all the time, everywhere, on any device. The familiarity with the customer service business or products, and the connection that we have with end customers, when captured in a structured manner and given back to our customers to make the required enhancements to their business, is a huge value. With technology enablement of Omni-channel, we are actually not going as a BPO provider but we are going as a CLM solution provider. That is the reorientation in the market place that we are doing, telling the clients that we will come and study your business need; we will recommend the right Omni-channel CRM platform. We will deploy that platform; we will customize it for you. And then we will service the BPO need.” 

Rural BPO 
Tata BSS has a made its mark in the rural BPO segment. The company is the largest rural BPO provider in the country. It employs 11,000 people across 18 delivery centres. The company’s rural centres — for example, in locations such as Khopoli (Maharashtra), Ethakota (Andhra Pradesh) and Munnar (Kerala) — have upto 300 people, in each case. It looks at its rural-based delivery operations as an integrated right-sourcing model for scarce talent in the traditional talent pools of cities. Because of this approach, youth in smaller towns can continue to seek gainful employment in places of their upbringing, which has longer-term societal impact of quelling migration to cities and also the associated effects of cultural displacement. More importantly, the strategy is aligned to the Tata Group’s philosophy of Affirmative Action, and inclusive approaches to providing economic opportunities to all members of civic society.

Talking about the journey so far Srinivas says, “Two years back, customers used to call us and we used to go only as BPO service provider with the initiation of CRM. From deployment to customization, everything was done by the customers by themselves or through other partners. Today, depending on the customer scale and budget, we come up with the right solution. We integrate it; we go along with the partner and take an end to end responsibility for outcomes, delivering the desired results.”

From being a third party BPO solution provider, Tata BSS has evolved into a digitally driven full service CLM player and it plans to achieve one billion dollars revenue globally in the next five years. 

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