Infosys Bpo- Operation Strategy Case
Infosys BPO- Operation strategy case analysis
Table of Contents Introduction 3 Problem Analysis 3 Possible solutions 4 Case 1 : Dedicated resources for each queue 4 Case 2 : Common pool of resources for each stage 5 Case 3 : Dedicated resources for simple and complex processes 6 Case 4 : Common pool of all queues 6 Observations 7 Assumptions 7 Pricing strategy 8 Productivity Improvement Estimation 8 Recommendations 9 Action Plan 9
Introduction
Indian BPO industry has been growing very fast in last few years. Revenue has increased from 3.4 Billion USD to 12.5 Billion USD in 5 years. Infosys BPO is one of the biggest players in India. In 2011 Infosys had 87 clients with overall 352 Million USD revenue. Infosys BPO is well known for its cost and quality among various companies. Recently Infosys is being given to handle IDM (Independent Debt Management) by one of its old client creditplus. Mr. Kapil, Practice Head of Infosys BPO, has to look after how to assign resource (employees in this case), how to schedule them, which pricing policy to implement, assurance of quality, fulfillment of customer demand and talent building in organization.
Problem Analysis
Mr Kapil Jian wants to adopt an aggressive model for its BPO strategy and hence is required to take the following decisions: * Decide upon the number of FTE’s required for the process * Best billing model had to be chosen for the engagement * Determine how to dedicate resources * Dedicate for each of the six queues * Use the common pool of resources * Stage-wise * Category-wise * Common pool for all six queues
Prices on higher side
Problem
Excellent Resource Planning to minimize cost
Estimation of likely productivity improvement
Actions Required
Loss of contract
Implement Transaction based billing to deliver value
5
Challenges in Resource Estimation * SLA requirements were so stringent
Table of Contents Introduction 3 Problem Analysis 3 Possible solutions 4 Case 1 : Dedicated resources for each queue 4 Case 2 : Common pool of resources for each stage 5 Case 3 : Dedicated resources for simple and complex processes 6 Case 4 : Common pool of all queues 6 Observations 7 Assumptions 7 Pricing strategy 8 Productivity Improvement Estimation 8 Recommendations 9 Action Plan 9
Introduction
Indian BPO industry has been growing very fast in last few years. Revenue has increased from 3.4 Billion USD to 12.5 Billion USD in 5 years. Infosys BPO is one of the biggest players in India. In 2011 Infosys had 87 clients with overall 352 Million USD revenue. Infosys BPO is well known for its cost and quality among various companies. Recently Infosys is being given to handle IDM (Independent Debt Management) by one of its old client creditplus. Mr. Kapil, Practice Head of Infosys BPO, has to look after how to assign resource (employees in this case), how to schedule them, which pricing policy to implement, assurance of quality, fulfillment of customer demand and talent building in organization.
Problem Analysis
Mr Kapil Jian wants to adopt an aggressive model for its BPO strategy and hence is required to take the following decisions: * Decide upon the number of FTE’s required for the process * Best billing model had to be chosen for the engagement * Determine how to dedicate resources * Dedicate for each of the six queues * Use the common pool of resources * Stage-wise * Category-wise * Common pool for all six queues
Prices on higher side
Problem
Excellent Resource Planning to minimize cost
Estimation of likely productivity improvement
Actions Required
Loss of contract
Implement Transaction based billing to deliver value
5
Challenges in Resource Estimation * SLA requirements were so stringent