Monday, July 02, 2007
Telegenisys, the world-class international call center has always been committed towards providing the best support services to businesses and organizations worldwide. We have a proven track record in providing highly professional call center services; easily evident from the growing list of satisfied clients to whom we currently provide our services. Recently, we entered the high-end call center services segment that includes proprietary and classified support services such as medical insurance back office services.
Entering the high-end medical insurance call center services was no doubt difficult but we stood up to the challenge and did not get bogged down with the usual initial hiccups. To ensure professionalism in our international medical insurance call center services, we hired only the most talented and skilled support representatives, most having prior experience in medical insurance call centers. We also upgraded our existing infrastructure as required for providing highly efficient medical health insurance call center services. Theoretical training sessions as well as preliminary on the job training sessions also helped a lot in our efforts to achieve the desired level of professionalism and offer world class medical insurance plan call center services to our client.
So, if you have similar outsourcing needs, just contact us.
posted by Web Promotion Team 9:35 PM
Friday, July 14, 2006
UK Companies Must Protect Customer Data Even If Outsourced Overseas
This week British Information Commissioner's Office said that companies are responsible for data protection.
They can be punished for breaches, no matter where they occur and no matter how the information gets out.
The ICO recently issued new, more strict guidelines, for protecting personal information under the Data Protection Act.
posted by Web Promotion Team 5:39 AM
Thursday, July 13, 2006
Satyam ranks second in outsourcing
HYDERABAD: Satyam Computer Services Ltd has been ranked the number two position in outsourcing vendor globally.
According to anual survey of 872 IT and ITES companies worldwide, Brown-Wilson Group ranked Satyam at 2 postion.
he Brown-Wilson survey analyzed outsourcing vendors in 63 countries. According to the analysis of Corporate Direction and Leadership Impact,CEO Commitment,Human Capital Performance, Satyam achieve this position.
Satyam's overall score was 93.4 (out of 100) with other factors including Management Performance, Client and Employee Satisfaction and Organizational Excellence being put under scrutiny. The Chairman of Satyam, B. Ramalinga Raju, in a statement said, "Outsourcing experts have a great deal of respect for The Brown-Wilson Group, and its list. To be placed in the top two is a tribute to our superior team of executives. "
posted by Web Promotion Team 6:28 AM
Friday, July 07, 2006
Genpact will set up a centre in the Philippines. Country's largest third party BPO services provider Genpact on Thursday said it will set up a centre in the Philippines. Reruitments for this new center has started already. This new center is located at alabang near manila.The centre will be operational this sumer," Genpact said in a release.
This center provide finance services, accounting services,customer support services and collections and IT services to company's clients globally. The alabang centre near Manila will be spread over an area of 5400 sq ft and will have a capacity of 800 professionals.
"Genpact expects to hire 150 professionals and trained graduates in Philippines this year and the company's employment in the country will touch 2,000 to 3,000 over the next several years," Genpact President and CEO Pramod Bhasin said.
posted by Web Promotion Team 6:00 AM
BPO India - Indian BPO Industry
posted by Web Promotion Team 5:58 AM
Tuesday, October 04, 2005
Impact of Outsourcing on the US
Several recent studies have shown that the effects of outsourcing of work to India on the US are highly exaggerated. With its abundant supply of educated labor and low operational costs, India has become the prime outsourcing destination for countries like the US and UK, largely for their IT based jobs. As more and more jobs are allocated to Indian professionals, there is a growing fear and apprehension about loss of jobs and wages in the home country. This, however, is totally unwarranted.
In an effort to avoid the outsourcing of jobs to India, trade barriers were suggested by some. However, these will prove futile and only further aggravate the US job problem. The fact remains that till date, several large foreign companies are offering new job avenues in the US, owing the country’s R&D facilities. These jobs provide ample scope of employment to professionals in the US. Moreover, outsourcing of work is proving highly beneficial for the corporate companies based in the US, as the wage rate in India is about one third that of the US. The result is high quality work at less than half the price, a deal any business minded person wouldn’t let slip.
Studies have proven that the main cause of loss of jobs and wages in the US is not so much cause of outsourcing but because of the country’s monetary policies. Recent rising inflation, slow growth and high unemployment are some of the crucial issues affecting the job scene in the US. In countries such as the UK, high tax rates have propelled several companies to outsource their work to India. Because of this the BPO industry in a developing country like India has seen a sudden boom over the past few years.
It should be realized that outsourcing, when used wisely, is more beneficial than detrimental for any company, country and economy. Constructive monetary policies, which stimulate domestic demand should be implemented in order to prevent any sort of job and wage loss.
posted by Web Promotion Team 7:21 AM
Monday, April 04, 2005
Call Center In India - Call Center Industry in India
Dell set to expand its wings in India.
One of the world’s largest PC maker have recently announced that they would push deeper in the low-cost countries by hiring another 1,200 staff for a call center in India. Texas based Michael Dell, founder and chairman of Dell Company said, “I am expecting around 1,500 employees in a year as compared to 300 to start with this recently inaugurated call center.”
This lately opened call center is based in Punjab, Mohali. Apart from this call center they have other two call centers in major cities in India, Hyderabad and Bangalore (profoundly known as the capital of Information Technology).
Dell employs more than 7,000 people in India, its largest workforce outside United States and within a couple of years the employee’s working in the Dell organization or their call centers in India will reach around 10,000 to 12,000. This is a sure shot boost to the Indian market, which is functioning like a magnet for other global corporations too. Approximately at the end of the financial year 2004-2005 the business process outsourcing sector is expecting a clock sales of $5.7 billion, an overall growth of 44% as compared to last fiscal year.
Dell further added, “I think India represents a great market for us. The business potential is expanding at a very rapid stage and the scale of call centers in India is pretty inspiring.”
The call center offers technical support, customer support services and application development.
posted by Web Promotion Team 3:03 AM
Call Center In India - Call Center Industry in India
posted by Web Promotion Team 3:01 AM
One of the world’s largest PC maker have recently announced that they would push deeper in the low-cost countries by hiring another 1,200 staff for a call center in India. Texas based Michael Dell, founder and chairman of Dell Company said, “I am expecting around 1,500 employees in a year as compared to 300 to start with this recently inaugurated call center.”
This lately opened call center is based in Punjab, Mohali. Apart from this call center they have other two call centers in major cities in India, Hyderabad and Bangalore (profoundly known as the capital of Information Technology).
Dell employs more than 7,000 people in India, its largest workforce outside United States and within a couple of years the employee’s working in the Dell organization or their call centers in India will reach around 10,000 to 12,000. This is a sure shot boost to the Indian market, which is functioning like a magnet for other global corporations too. Approximately at the end of the financial year 2004-2005 the business process outsourcing sector is expecting a clock sales of $5.7 billion, an overall growth of 44% as compared to last fiscal year.
Dell further added, “I think India represents a great market for us. The business potential is expanding at a very rapid stage and the scale of call centers in India is pretty inspiring.”The call center offers technical support, customer support services and application development.
posted by Web Promotion Team 2:45 AM
Wednesday, May 26, 2004
INTRANET ARCHITECTURE
Integrating Information Design with Business Planning
The corporate intranet has been hailed as the most important business tool since the typewriter, but the track record so far has been mixed. Despite many successes, particularly in cost and time savings, many sponsors of corporate intranets are dissatisfied. They have spent time and money on development, Net-enabled desktops, even intranet training, but still aren't enjoying significant enough productivity or cost savings. Why? While critics often point to technological glitches, the real problems may lie in information design.
Intranets should help employees collaborate on business processes such as product development or order fulfillment, which create value for a company and its customers. Specifically, intranets centralize the business process in an easily accessible, platform-independent virtual space. Successful intranets allow employees from a variety of departments to contribute the different skills necessary to carry out a particular process. While each department of a company may have its own virtual space, intranets should be organized primarily around the business processes they help employees carry out, rather than the organizational chart of the company.
Focusing on processes rather than departments is a widely-hailed business trend. Recent shifts in corporate structure point to the emergence of "communities of process." Management gurus are helping companies move away from vertical, hierarchical organizational lines towards horizontal, process-oriented groups that link cross-functional teams focused on the same set of business tasks. The trouble is that this requires significant interaction between departments, functions, even countries. Enter the intranet, the ideal vehicle for creating and empowering process-based corporate communities.
Successful process-oriented intranets look and work as differently as the processes they enable, but they share several common characteristics. First they are built on smart information design. Second, they focus on tasks, not documents, and aim to integrate those tasks into distinct processes. Finally, the best intranets encourage collaboration by creating shared and familiar spaces that reflect the personality of the company and create a common ground for all employees.
Don't Overlook Design
Just as physical work spaces rely on architectural plans to optimize efficiency, an intranet needs to be carefully designed to help employees access information and collaborate effectively. Because the public doesn't see the intranet, information design for intranets often receives scant attention. Unlike customers, employees are assumed to be insiders, able to easily locate company information. So, while the company Web site usually has the input of the marketing department, design and structure of the intranet is often relegated to the IT department.
By default, an organizational chart of the company is often used to organize information on the intranet. While seemingly the obvious candidate for the structure of the intranet, an organizational chart actually works against the collaboration the intranet is meant to foster. An organizational chart can't help employees from the marketing and legal departments collaborate on bringing a document through the approval process. It won't allow employees from marketing and research and development to work together to create a new product.
Think About Tasks Rather Than Documents
Thinking of the intranet as a tool means understanding the intranet as more than a collection of documents. While important, documents are usually a means to an end. People use documents to complete tasks. Tasks include fulfilling orders, looking up a customer's billing history, or collaborating on a research document. To complete these tasks, people need to have related documents and tools close at hand.
The principal of organizing by task can be demonstrated by the example of working at a desk. When you sit down to begin a task (e.g., creating a budget), you have a variety of information and tools at hand. While a spreadsheet is a "calculation" tool, and last year's budget is an "internal document," both need to be next to each other in order to develop a new budget. Similarly, on the corporate intranet, the tasks of the users rather than the classification of documents or tools, should dictate the organization of the intranet.
Designed effectively around dynamic tasks rather than static documents, intranets can contribute to dramatic increases in efficiency (as much as a 40% improvement in time spent processing documents, according to the GIGA Group). Organizing documents within the context of tasks also focuses employees on the function of the documents they are working with. For example, to save employee time while signing up for various retirement plans, information on various retirement plans (including links to financial Web sites) should be placed near the forms actually used to register for those plans.
Organize Tasks Into Larger Processes
Isolated tasks are usually part of a larger process. Intranets should group together all the tasks that make up a business process. Processes can be relatively discrete, such as tracking deliveries, or getting approval for documents. Or, they can be more complex, such as developing or selling products. The most important processes in a company are those that create value for a customer. These are the central processes which every intranet should help employees accomplish.
Even simple processes can become more efficient when incorporated into an intranet. For example, when Ford implemented an intranet, the company included an application to help geographically dispersed engineers to get authorization for new projects. What would previously be a time-consuming, expensive process, involving the potential for lost documents and delays, is now centralized in an efficient electronic process.
More complex processes can also be effectively integrated into an intranet. For example, Cadence Systems created an integrated section of the intranet for its entire sales process. Each phase of the sales process is represented on the intranet with relevant information and tools. So, the section covering an initial stage of the sales process includes links to customer presentations, sample letters, and internal forms. Organizing all steps of the sales process together also allows for easy tracking of each sales effort.
Create Virtual Workgroups Organized Around Processes
Intranets can break though departmental walls to help accomplish business processes more efficiently. For example, a customer complaint might involve people and information from the accounting, sales and marketing department. Even though the employees necessary to resolve the complaint work in different departments, they are all involved in the process of customer service. By creating spaces for cross-departmental collaboration, the intranet can help employees collaborate to efficiently carry out the central processes of the company, and cut costs by avoiding in-person conferences and employee reallocations.
Intranets (and private extranets) can also bring together employees and partners who are geographically dispersed to work on common problems. Travel costs are eliminated, and employees can increase their productivity by sharing knowledge. For example, a pharmaceutical company is using its intranet to allow scientists all over the world to collaborate on research. A major franchise retailer is using bulletin boards on its intranet to coordinate major marketing projects. Caterpillar is developing an extranet application so that experts from around the world can collaborate with employees to design new products. Other applications for intranet collaboration include complex transactions with lawyers and multiple parties, which rely on access to, and modification of, key documents.
The bulk of discussion about collaboration in and between companies centers around security, certainly an important issue to resolve. What receives less attention-but is central to the value of an intranet-is the design of virtual spaces, which encourage new forms of collaboration. These, in turn, increase the efficiency of key business processes such as product development, marketing and customer service.
The Intranet Reflects the Company; the Company Reflects the Intranet
The corporate intranet can help a company organize around "communities of process" both on- and off-line. When Texas Instruments initiated a process-centered organization, oriented around collaborative work groups, software development time fell from twenty-two to eight months. The Texas Instruments intranet was established after this shift, and was designed to reflect and enhance the new organization. Whether it precedes or follows the organizational shift, an intranet that encourages this type of collaborative work environment can provide a significant return-on-investment.
At the same time, using an intranet to shift the way work is done in an organization requires a cultural change within the organization. Unless there is a clear commitment from senior management to have employees collaborate across departments to more efficiently accomplish key business processes, the intranet may have only limited application and benefit. Even after the intranet is designed to encourage collaboration, marketing the intranet to employees remains essential. As the intranet creates new forms of collaboration, it will challenge traditional ways of doing work and obtaining information. For the intranet to be successful, it must provide ways of empowering all employees, offering concrete incentives for employees to use, and encourage the use, of the intranet.
The process-oriented intranet, then, is "in sync" with the company it works for. And this is where graphic design, tone and standards emerge as vital to the intranet's success. Like it or not, intranets have personalities, which are amalgams of visual style, tone and content. An intranet that reflects the culture of its company will make employees feel more at home, will help dispersed employees feel that they share the same space, and will encourage collaboration and communication around the processes they support. Turner Entertainment Group, for example, created a distinctive, casual feel for its intranet with a home page that uses a refrigerator with magnates to represent the various divisions. The unique imagery created a friendly, shared, familiar space for all employees.
Good Design is Good Business
The architect Le Corbusier said buildings are "machines for living." Good intranets should be machines for doing business. Just as design is integral to a good building, it is key to creating an effective intranet. The organization and design of information on an intranet should map out the key business processes of a company, and provide employees with access to the information and people necessary to carry out those processes.
The truly effective intranet creates new channels of communication that overcome inefficient organizational structures and foster new forms of efficient collaboration. It serves as a model for a company centered around processes rather than departments, collaboration rather than closed doors.
Building an effective intranet means thinking about how documents can be used to accomplish tasks, how tasks can be organized into processes, and how those processes can be carried out collaboratively by virtual work groups. The effective intranet is not only a tool, it is also a model for an efficient, process-centered enterprise-a machine for doing business.
posted by Web Promotion Team 2:08 AM
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