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Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choices and Short Note type Questions.
 Answer all the questions
 Part one carries 1 mark each and Part Two carries 4 marks each.
Part One:
Multiple Choices:
1. Which of the following is not included in Porter‟s Five Model for competitiveness?
a. Threat of New Entrants
b. Degree of Rivalry
c. Bargaining Power of Suppliers
d. Government Strategies
2. Which of the following is not a benefit of a BPO?
a. Cost Reduction
b. Cross – pollination of best products
c. Focus on core process
d. Automatic call distributions
3. In stage there is orderly transfer of activities to the service provider.
a. Negotiation
b. Ongoing Management
c. Implementation
d. Preparation
4. List the Process of Outsourcing in appropriate order:
i. Listing out available in – house resources
ii. Signing the contract
iii. Negotiations, including a letter of intent and usually a contract with terms & conditions
iv. „Steady state‟ period, which makes the end of the transitioning phase and the beginning of
the cost cutting phase of the company
a. i, iii, ii, iv
b. i, iv, iii, ii
c. i, ii, iii, iv
d. I, iii, iv, ii
5. The BPO that handles almost all the transactional and administrative processes or other several
functions are__________
a. Comprehensive BPO
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b. Transactional BPO
c. Niche BPO
d. ITO
6. The model which is preferred when the client requires that the job should be done quickly and
successfully:
a. Revenue Distance Model
b. Global delivery Model
c. Built – Operate – Transfer Model
d. Blended Offshore Outsourcing Model
7. Which of the following is not a main certifying agency for Indian BPO?
a. IRDA
b. KPMG
c. DNV
d. STQC
8. Challenges related to information infrastructure and branding is a type of a KPO
challenge.
a. Internal Challenge
b. Industry Challenge
c. Customer Challenge
d. Competitor Challenge
9. Which of the following is not a dimension of service quality?
a. Empathy
b. Reliability
c. Assurance
d. Responsiveness
10. COPC – 2000 is a____________
a. Quality Certificate
b. Measurement Certificate
c. Performance Certificate
d. Regulatory Certificate
Part Two:
1. Differentiate between BPO and KPO
2. Define the term „COBIT‟.
3. Write a short note on „Corporate Governance‟.
4. Differentiate between BPO and Call Centers.
5. Define „Outsourcing‟.
END OF SECTION A
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Section B: Caselets (40 Marks)
 This section consists of Caselets
 Answer all the questions
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
Company Background
CBay Systems Ltd. was founded in 1998 by Raman Kumar, Skip Conover and Mahidhar Reddy. The
Annapolis based healthcare BPO is a leading provider of medical transcription services to US hospitals.
CBay provides transcription and information management services to hospitals, integrated health care
facility networks, medical clinics and physicians. CBay‟s HIPAA – complaint solutions leverage
leading Internet technologies and the world‟s most highly credentialed transcriptionists to provide
easier, more secure, accurate and cost – effective medical transcription.
CBay‟s Development and Process Centre is located in Mumbai and Bangalore, India. Additional offices
are located in Taylor, Michigan and Mumbai, Hyderabad, India. The company employs over 1,250 on
its own rolls and 2,500 employees on its franchisee rolls. An upwards of 3 million files are processed on
an annual basis.
The avert of government regulations such as the Health Insurance Portability and Accountability Act
(HIPAA) coupled with increasingly stringent insurance company requirements today are driving the
need for more efficient, accurate and secure medical transcription. Under HIPAA, transcription service
providers have to implement technology and business processes to ensure the security and
confidentiality of patient information, and establish an audit trail of all those who have accessed this
information. This area in the medical transcription space is CBay‟s forte. CBay offers state of art in –
house developed software solutions, which enable total control over the entire transcription process –
from dictation to transcription to records management. “Our main USP is technology, which
differentiates us from others”, agrees Dinesh Kumar, Director of Indian Operations. HIPAA is likely to
become a law sometime during fiscal 2005 and conversion entails huge investments between US$ 18 to
23 Billion (greater than Y2K solutions) and expertise in IT systems. It is here that CBay commands a
strategic niche as its expertise in technology will enable hospitals and medical practices to not only
achieve full HIPAA compliance and streamline transcription processing and management, but also
importantly to realize substantial savings. Also because all information can be accessed via standard
Internet connections using existing hardware and systems, there is minimum capital investment.
CBay has developed its infrastructure, hardware and software architecture with security as the
paramount concern. From state – of – the – art encryption technologies, redundant architectures and
security monitoring to disaster prevention and recovery measures, CBay has catered to all of the above
issues. “The primary challenge facing CBay developers are the automation of logistics”, feels Harsha
Kollaramaraju, the Chief Technology Officer of CBay. The amount of data to be handled, the number
of transactions that needs tracking is phenomenally high. Since CBay has a global delivery model, it is
important to have a system that is totally distributed, with different pieces in different places
collaborating to fulfill each transaction, he further adds.
The biggest challenge however is to handle the discrete elements such as dictation, demographics data,
medical reports, which are all separately created and processed, although they are part of the same
transaction. The software makes sure the integrity of data in each transaction and accurately delivers the
right data to right people in different places.
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Operations Model:
CBay operates through a strong network of 35 franchisee centers that includes Captive centers in
Mumbai, Hyderabad and Bangalore. These franchisees are distributed in different parts of the country
covering all the metros Delhi, Mumbai, Hyderabad, Kolkata, Chennai, Bangalore and other major cities
like Trivandrum, Pune, Chandigarh, Guwahati, Baroda, Nagpur, Pondicherry etc. these centers have
either been started by individual entrepreneurs or have been the ventures of large established business
houses. All of these units work in close association with CBay, who helps them in training and
certification of the MLS, adhering to the quality norms, quality audits, work load balancing and all
other operational issues that arise from time to time. The work is routed to these different centers based
on several criterions such as amount of work these centers can handle, type of dictators they can handle,
their performance in terms of quality and their ability to return work within the predetermined
timeframe. The various franchisee centers transcribe the documents, check the quality through the
various levels such as proofers and editors and upload the records back to the CBay server in the pre –
decided time frame. These files are then randomly checked and only after the quality team is assured
about the quality of transcribed records, they are sent to the clients. The production units comply with
the quality and time constraints that CBay has promised its clients. Few centers also run multiple shifts
and 24/7 operations to cater client specific requirements. “are our partners in progress”, sums up Dinesh
Kumar, Head – CBay India Operations, who is also responsible for liaison with these franchisees or
production units as they are more fondly called. CBay‟s offices in Mumbai and Bangalore manage the
Indian operations. These offices have 24/7 operations to provide support to vendors and service the
clients.
Solutions offered by CBay
Different types of healthcare providers characterize the US healthcare industry. There are small 4 – 5
doctor practices, medium sized clinics operating with 20 – 25 doctors and operating out of more than
one location and large hospitals where operations and other complex medical procedures are conducted.
These entire have different type of work also varies. For example, a large hospital will have more of
operative reports while a small clinic will normally have more of operative reports while a small clinic
will normally have more of office notes or follow up reports. CBay has solutions of all of these types of
possible clients. Very broadly, CBay offers the following four types of solutions:
1. CATTS – CBay‟s automated Transcription Tracking System allows hospitals and clinics on legacy
systems to tap CBay‟s networks of 2500 transcriptions in the US and India.
2. CBayScribe: A sophisticated recording, routing and distribution portal that is combined with
unrivalled transcription expertise to meet the needs of small and medium sized physician practices.
3. CBay Flo – An advanced solution for recording, routing, transcription and reconciliation, with HL7
integration of large hospitals and clinics.
4. A+ Network – An end to end dictation, transcription and document management platform offered to
large integrated healthcare networks.
Each of these solutions has several production units attached to it. There are some production centers
that operate on multiple platforms. Each of these has a separate QA center to monitor and control
quality. Through a part of the same organization, they operate independently as they cater to
completely different profile providers and hence have requirements that are different. As each of these
uses a different software platform, the operations guidelines differ.
CATTS
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CBay‟s Automated Transcription Tracking System (CATTS), allows the doctors, administrators etc. to
view the status of a record from the moment it enters the system until the final transcribed version is
sent back to the hospital/clinic. This software allows the users to know the status of their dictated
record all the time, every time till they get the transcribed record back. By means of a simple query
into the CATTS database, the system can provide the status of every dictated voice file. CATTS is a
manually operated platform, which is being slowly transitioned to other more automated platforms.
CBayScribe
CBayScribe is the first end – to –end service that gives medical practices the speed and efficiency once
reserved for large hospitals. Physicians dictate on digital recorders, over the phone, or on a PDA
(Personal Digital Assistant). Transcriptions are guaranteed next day, with 98 – point accuracy. And
detailed reports can be accessed over the Internet, any time, from any place. CBayScribe aims to fulfill
the transcription needs of a physician practices, medium sized and smaller clinics etc. with the level of
security and audit trail to meet HIPAA standards.
CBayScribe provides the dictators with Olympus Dictaphone, which has the capacity to store upto
two and half hours of dictation. They can dictate the patient records and details at their leisure and
upload either all at once or in batches as per their convenience. Report Pro allows the doctors to upload
the dictation to the CBay server or CBayScribe web services as it is called. The webserver routes these
files based on how these dictators have been allocated to the production units, their capacity and some
other criterion to the production centers. It also automatically sends the accessory documents such as
demographic information (about the patient whose medical record is to be transcribed), templates
related information and any other instructions given by the doctors to the respective franchisee/captive
units.
CBay Flo
CBay Flo is the latest transcription platform devised by CBay‟s software development team in
Bangalore. It enhances the ease with which transcription jobs are managed easily. CBay Flo facilities
ease of operation at every step of the transcription process right from capturing the dictators from a
legacy server or from its dictation server to allocation of dictations to stipulated transcriptionists
automatically, reducing the time needed for the transcriptionist to access the dictation. CBay Flo uses a
Six Sigma process for quality management. This process ensures the accuracy of the document in
meeting customer requirements with regards to consistent quality and turnaround time. CBay Flo has
various delivery mechanisms for the delivery of transcription reports. The reports can be printed or
faxed or can be directly delivered to an HIS (Health Information System). This allows the reports to be
generated using RTF, PDF and Plaintext formats. CBay Flo facilitates a free archival of all the
transcribed reports on its servers. CBay clients can use this facility to obtain an older transcribed
report. CBay Flo is a completely HIPAA complaint solution for managing transcriptions. It uses 128 –
bit encrypted channels for the transfer of jobs and a complete audit trail for each job. There is also a
physical security provided to servers, which host the dictators and transcription reports. The Electronic
signature E – sign feature provides a mechanism of remote Internet signing with automatic tracking of
records on every edit for compliance auditing purposes.
A+ Network
A+ Network is the winning combination of leading edge HIM software and unrivaled transcription
expertise. A+ Network tracks when and where each report is accessed and by whom. Every activity
such as dictating, transcribing, viewing, printing, faxing, QA editing, and physician – signing
occurrence is audited with HIPAA – complaint audit reports. In order to provide a fully outsourced,
exceptionally flexible turnkey transcription service combining unrivaled transcription expertise and
leading HIM software, CBay has tied up with Arrendale Associates. The A+ Network handles
everything from integrating the existing, dictation process, full transcription, comprehensive document
management and achieving. All of this is done on CBay‟s secure servers. 7x24x365 access over the
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Internet is protected by complete audit trails and high – level security to meet and surpass strict
HIPAA requirements.
Question:
1. Discuss in detail about the solutions offered by CBay to the healthcare providers.
Caselet 2
Company Background
Suyash software Private limited started as a franchisee of CBayScribe in the month of May 2002 in
Nagpur, Central India. The year 2003 was very difficult for healthcare BPO franchisees as a number of
companies had shut shop due to quality issues and several people had become unemployed. All of this
had made people skeptical about the profession and its long – term potential. “Since Suyash began as a
franchisee of CBay, getting business was never any issue with us and hence we could concentrate on
quality and employee development,” says G. R. Thengdi, chairman of Suyash Software. “Nagpur has a
good educational base with thousands of graduates being churned out every year. Unfortunately
employment opportunities are not commensurate with the supply of graduates. This means that a large
chunk of the population is perennially in search of jobs. Our company targets this very group, grooms
them in the nuances of the healthcare BPO job and provides them a career which is life- long, solid,
progressive and satisfying,” he adds.
“As a franchisee of CBay we got a tremendous head start, right from the recruitment of transcription
staff to orienting them in the rigorous quality requirements and standards of CBay in particular and
HIPPA in general, to advise on technological setup. CBay helped us thoroughly at every stage,” says
Samit Admane, Production Head at Suyash Software. CBay has pooled its capsule and every franchise
or production unit has access to this.
“Currently the company is fully involved in offering only transcription services to the clients of CBay.
But we might plan to move up the value chain in the near future. This would mean offering other
related services such as medical coding, billing etc,” says Thengdi.
Career Opportunities
Training is the first and only entry point into the profession. Graduates of any discipline are taken.
However science graduates learn faster as they are already familiar with the human body, anatomy etc
(as these are part of the biology course at the final school-leaving exam syllabus). The training
programme is divided into various modules include courses on medicine, anatomy, pharmacology,
English grammar, transcription style and method, accent training (to understand, not to speak ),typing
skills, training in using Internet search engines, basic computer and keyboard skills etc.”Quality
consciousness, time virtues that need to be ingrained at this stage itself,” feels Shirish Baptiwale, head
of training at Suyash. “Once these virtues become virtues become a habit, you have long-term good
employs with you,” he adds. Suyash has a full-fledged training centre and conducts training
programmes throughout the year. Topics like medicine and pharmacology are quite daunting for
students coming in from non – science backgrounds and they also need to be constantly motivated and
encouraged. “The first one month is difficult, after which they get into the groove,” says Dr Swapan
Dutta, who teaches medical subjects at the Suyash Academy of Medical Transcription.
New recruits at Suyash are selected from among the trainees or hired directly as an MLS if they have
already undergone a training programme elsewhere and pass the entry – level transcription test.
Growth is completely performance – based. “Of course, other things like attitude to work, attendance
and sincerity are also rewarded,” says Thengdi. Suyash has had instances of MLS becoming editors in
matter of months simply because they demonstrated the necessary qualities mentioned above. The
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owners are directly involved in all aspects of the business, even day – to – day operations. The
company follows open – door policy and anybody can at any point of time talk to anybody in the
company, including the top management. This gives everybody the confidence that they will be
listened to and get the same opportunities as anybody else. In addition to the salary there is an
incentive scheme that automatically rewards hard work and sincerity.
“Suyash aims to be one o the best employers, and provide its employees more than just a job. The
company also regularly organizes programmes to distress its staff members. The first of May every
year is celebrated as Suyash Day, when all members participate actively to make it memorable. In
winter, a picnic is organized for everybody. All birthdays are celebrated, and a Diwali party is a
regular affair. We have several plans in the pipeline to make working with Suyash a happy and growth
– oriented journey,” adds Thengdi.
Future
This future is here to stay; no backslash or any other problem can stop the outsourcing of jobs in the
healthcare sector. This is because here there are no job losses. No American loses his/her job because
of outsourcing; it is used to bridge the severe demand – supply imbalance in the US. “This is a sound
long – term career with growth opportunities not only within the company but even outside it, i.e.,
entrepreneurial opportunities are plenty. India has already established its track record of providing
quality service in the tightest of time schedules. We must take advantage of this opportunity and
become a part of the profession,” feels Thengdi.
Question:
1. Discuss in detail about the career opportunities with Suyash software.
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Explain porter‟s Five Forces Model of Competition with reference to the BPO Industry in India.
2. Discuss in detail the main challenges of BPO Industry.
3. What are the different models of Business Process Outsourcing?
END OF SECTION B
END OF SECTION C
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IIBM Institute of Business Management
Examination Paper MM.100
BPO and KPO Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choices and Short Note type Questions.
 Answer all the questions.
 Part one carries 1 mark each and Part Two carries 4 marks each.
Part One:
1. Manpower can be retained by which of the following technique:
a. Comfort and Care
b. Problem-Solving technique
c. Attention
d. Proper Training
2. Which of the following is not a challenge to the BPO Industry?
a. Data Security
b. Poor Infrastructure
c. Attrition
d. Lack of Identity
3. Pricing technique where a customer pays a flat rate for services is_________.
a. Variable Pricing
b. Unit Pricing
c. Fixed Pricing
d. Risk/Reward sharing
4. A MIS report that deals in compliance related to quality and timeliness is_________.
a. Cash Tracker Report
b. Senior Management Report
c. SLA Compliance Report
d. Production Report
5. Off – Shoring means __________.
6. Size, quality, labor cost etc. are categorized into which form of ITES to be outsourced:
a. People Attractiveness
b. Labor Attractiveness
c. Location Attractiveness
d. Quality Attractiveness
7. The risk that include errors in estimating overall time for mitigating is a________.
a. Data Security Risk
b. Transition Risk
c. Transactional Risk
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d. Loss of Control Risk
8. Mitigating of Risk means_____________
9. Which of the following is not a benefit derived from BPO?
a. Improved Accountability
b. Operational Cost Control
c. Improved HR
d. IPR Protection
10. The service that comprises of areas related to the functional operations is_______
a. Vertical Service
b. Horizontal Service
c. Diagonal Service
d. Service Focused Service
Part Two:
1. Define the term „Emotional Intelligence‟.
2. Differentiate between BPO and KPO.
3. Discuss in brief the Web – based Market Research process in the KPO‟s.
4. Write a short note on „Change Management‟.
5. Discuss in brief the problems faced by BPO‟s.
Section B: Caselets (40 Marks)
 This section consists of Caselets
 Answer all the questions
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
With the mission that reads “To add value to our client‟s business by providing cost – effective
premium – quality customer management services and be the preferred vendor for off shored
outsourced BPO services”, Intelenet Global definitely is set to go places. A joint venture between the
mighty TATA Consultancy services (TCS) and the strong Housing development Finance Corporation
(HDFC), Intelenet aims to deliver business processes outsourcing (BPO)solutions to organizations in
the US, UK and Canada. Intelenet‟s parentage enables it to deliver scale, infrastructure and business
continuity due to its deep financial strength. TCS brings to Intelenet a vast and rich experience in
executing and maintaining mission – critical projects. TCS‟ prowess in technology implementation is
END OF SECTION A
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unchallenged. And its knowhow in domain capabilities and a strong project management is invaluable.
HDFC is a complete financial conglomerate in itself with proven competencies in banking, insurance,
mutual funds, asset management and, of course, its core strengths, mortgage and properties. It brings to
Intelenet its experience in customer management process, back office operations and property
management.
Together TCS and HDFC provide Intelenet the tools and resources necessary or effective customer
service in the respective business domains. “Over and above all this, we get to learn and implement the
best practices in the areas of migrating expertise, deploying technology to improve the efficiency of any
project and last but not the least, operational expertise in handling a process,” says Sushil kumar, the
proud CEO of Intelenet. “Also, the goodwill TCS has created outside India, domain expertise (finance)
from HDFC, and of course no anxieties about funding requirements etc, are some other advantages of
belonging to such strong parents. Ours is a domain-led organization, thanks to our strong parents, that
allows us to stand apart,” he adds. “Intelenet‟s ability to offer an end-to-end service – from a basic
service to complex task that involves decision making in its main marketing pitch.”
Contract Centre Operation
The contract centre is the most vital part of the company with almost 70 percent of the staff engaged in
this activity. Intelenet caters to several clients from the UK and the USA. Currently, call centre
operations are in the areas of banking & finance, insurance, telecommunications, hospitality, retail and
travel. The 4,000 – odd people take almost 5,00,000 to 5,50,,000 calls a day on average making it close
to 20 to 180 calls per person per day. A simple order call can take anything between 165 and 240
seconds while a technical process call takes as high as 10 minutes, while a service level agreement call
takes around 9 minutes, according to Shyam Krishnan, Head of Operations. It is important to perform
equally well in each call; since each call is broadly of the same nature, monotony creeps into the job
and the fact the CSAs are constantly bombarded with calls one after the other makes the job highly
stressful. Intelenet‟s infrastructure, employee appreciation programme, rewards and certificates signed
by CEO himself, Hall of fame nomination for deserving employees etc are some of the activities
conducted regularly to de-stress CSAs and keep their motivation level high.
Intelenet has implemented process re-engineering tools and techniques for high efficiency. The
advantages are two- fold: one, the CSA gets a breather for a second that can be used to sip water etc
and, two; the CSA does not have to repeat the greeting to everybody thus reducing some of the
monotony of the job. This has been a formidable achievement for Intelenet.
Training
Training is the most important part of a call centre operation, and given the scale, attrition and ramp-up
plans most of the companies have there are 600 to 650 people under training at any given point in time,
says Sheldon D‟Souza, head of Training at Intelenet. Training is usually a 45- day programme with
some minor variations due to nature of process-based training. Training begins with a strong focus on
interpersonal and English-language skills, i.e., the science of language. Trainees are taught to „think in
English and then speak in English” as most Indians are used to thinking in their native language and
then speaking in English. This creates some obvious problems, which have to be addressed in the first
part of the training programme.
The next level is customer service training, which mostly involves culture training, rules of courtesy,
politeness and friendliness, sensitization programme – to culture, to individualism, need for privacy etc.
Intelenet believes that history, geography and economy effect culture and hence has introduced a
session called „Cause and Effect Analysis Culture‟ in all its training programmes. This is absolutely
unique in the BPO industry. This is followed by a programme called „Com feel America‟. This consists
of an introduction to the basic culture, heritage, mannerisms, style of talking, compulsions, religious
affiliations and sentiments etc of Americans from the East Coast, the West Coast and Central America.
The second level lasts 120 hours.
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Level three is process-based training that focuses on the actual process that the trainees will handle after
completion, like insurance, credit cards, and telecom etc. Simulation techniques, actual customer calls
for testing etc. are some of the tools used for this level of training. How long this takes depends on the
depth of the process – i.e., a simple outbound process can take up to five days while an inbound
transaction – oriented process can require up to 20 days of training.
Then starts the on-the-job training (OJT), which is exposure to actual work. They listen to live calls and
then start taking calls themselves. OJT involves low quantity but high supervision. The OJT programme
is also used to plot the learning curve of the trainee and hence the success, flaws, issues with the
training programme. At every stage of the OJT, there is detailed feedback about the training programme
– i.e., what are the improvement areas, where changes are required etc. Correlation studies are
conducted between the high scores in training versus high scores in operations. All of this is to improve
upon the training system. Throughout the training programme, teamwork is emphasized and a culture
for working in teams is instilled into the trainees. A salary is paid throughout the training programme at
Intelenet. Trainees, on the successful completion of OJT, join as Customer Service Associates.
Human Resource Management
Human Resource Management is the backbone of any company, especially of a BPO unit due to the
youthful profile of its employees. And to top of it, the nature of work is highly stressful – not just the
job itself, which involves handling customers diligently and caringly, but the erratic hours of work can
also take its toll on the motivation of employees. Employees need to know that they are important for
the organization and Intelenet‟s „people first‟ policy focuses on just that. An example of this policy is
the commissioning of gallops agency to conduct a free and fair survey of Intelenet‟s employees – the
problems they face and the issues that bothered them across 12 questions. The recommendations of the
gallops survey were translated into an action plan.
„Work hard, Play Hard‟ is the motto and programmes are arranged to create the fun element that not
only destresses CSAs but motivates them. In the second week of January (2004) Intelenet organized
„Employee Appreciation Week‟. Employee appreciation is a core value building process. The activities
included in the week-long programme were: indoor fun cricket matches, a „Mr. and Ms. Intelenet‟
awards night, daily themes and many other interactive sessions, including a raffle to support a charity of
Intelenet‟s choice. The various motivational programs include „Best Employee Award‟, Hall of Fame
nomination, on-the-spot prizes etc.
Trends and Future
The benefits of outsourcing are so immense and the companies are already realizing the cost benefits
without any compromise on quality or time. This makes this wave unstoppable. Resistance from
managers dies down the moment they are convinced of the potential benefits of outsourcing. This
makes future bright and an opportunity to have a long-term career prospects for aspirants in this
industry.
Questions:
1. Discuss about the various training programmes offered by Intelenet Global Company.
2. Write a short note on:
 Contract Centre Operation
 Human Resource Management
Caselet 2
Introduction
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Hinduja TMT (HTMT) is the flagship company of the multibillion-dollar Hinduja group with offices in
the US and UK and delivery centres in India and the Philippines. HTMT is a SEI CMM level 4
company and is ranked at no. 8among the 400-odd BPO providers in India (Source: Nasscom) HTMT
has also been ranked the no.2 healthcare BPO provider in India for employee satisfaction (Source:
Dataquest). HTMT claims to be the country‟s first convergence corporation; its vision is to become a
„scale player‟ and leader in its core information technology business by leveraging the strength of its
customer base, breadth and depth of its service lines and management bandwidth. The Hinduja Group
provides a wide range of products and services in over 50 countries and has over 25000 people working
for them worldwide.
The group‟s activities are divided into three core areas:
 International trading
 Investment banking
 Global investment
With interests in technology, media and telecom, HTMT has the capacity to offer high-quality, costeffective,
end-to-end solutions or breadth of experience across multiply technology platforms and
verticals to enhance the business of its customer worldwide. This is because of the remarkable advances
it has achieved in modularity through subsidiaries in media and telecommunications, which are
designed to function independently and yet to work together as a whole, coalescing technology.
BPO Arm HTMT
HTMT is a one-stop outsourcing company that can provide IT services and BPO/contact centre services
to customer all under one roof. HTMT‟s IT services provides application development & maintenance,
legacy migration services, engineering design services and SAP implementation services. These
services are complemented by HTMT‟s BPO services in the area of back office processing – claims
processing, technical help desk support, contact centre services, payroll processing, accounts receivable
and accounts payable services. HTMT offers BPO services for the following domains: insurance,
banking & finance, manufacturing, telecom, FMGC and customer durables.
Disaster Recovery Centre
HTMT has three centers spread over multiply locations in Bangalore, Mumbai, and Philippines to
ensure business continuity. “We realized that India and Philippines can complement each other‟s
strengths – India for its non-voice based capability and the Philippines for its voice-based capability.
We entered into a marketing tie-up with a company in the Philippines to get a foothold there and later
decided to acquire the company,” says R. Mohan, president & CEO of HTMT‟s IT Division. HTMT
has exhaustive documentation defining the processes and procedures to be adopted in case of relocation
due to a disaster or business interruption. This documentation is part of the quality manual designed by
KPMG for ISO 9001:2000. Being an ISO 9000:2000 certified company; the same can be shared with
the client on request.
Activities
Insurance Claiming Process
Outsourcing of insurance claims processing to India and other low- cost destinations is a rapidly
growing segment. Some large insurance companies have started captive centers in India to take
advantage of the cost containment option that India offers while some have preferred to outsource the
work to a third-party BPO service provider. HTMT is by far the largest player in the area of insurance
claims processing in India and is currently working for two Fortune 250 American insurance
companies. More than 1,000 people are working in this activity and it is likely to scale up and double
the current strength in the near future.
Currently HTMT processes claims in the following areas:
Examination Paper of BPO Management
IIBM Institute of Business Management 13
 Traditional dental & medical
 Health maintenance organization (HMO)
 Coordination of Benefits (COB).
 Claim resolution processing (CRP)
 Over payment recovery (OPR)
 Paper referral processing (PRP)
 Private provider organization (PPO)
 Claims audit
 Worker‟s compensation
 Automobiles
 Property
 Liability
More than 85,000 claims are processed in a single day. The process involves eight stages and the
training programme lasts for almost one year.
Contact Centre Operation
HTMT‟s contact centre activity began in 1996 and since then it is growing from strength to strength.
Currently working with US/UK customers in the telecom, consumer durables, financial services and
FMCG areas, it provides services like customer care, provisioning, marketing, technical testing, order
administration, telemarketing, product recall and directory enquiries. With about 1,400 plus agents,
this activity is likely to double in the near future.
Future Plans
HTMT‟s future plans for the IT business are:
 Leverage strong domain expertise in insurance and telecom to grow the existing BPO and call
centre business.
 Enter the European market for BPO Business.
 Focus on continuous high-quality execution of current contracts for higher ramp-ups.
 Move up the value chain in the BPO business by tapping synergistic opportunities like highend
call centre business from the same client.
 Enter new markets and leverage strong discrete manufacturing expertise for software
development and maintenance business.
 Graduate from conventional and collaborative outsourcing to transformational outsourcing.
 Inorganic growth in IT services/IT- enabled services will also be a key growth strategy in the
future.
Questions:
1. Discuss about the various activities performed by Hinduja TMT.
2. Write a short note on:
 Disaster Recovery Centre
 BPO Arm in Hinduja TMT
END OF SECTION B
Examination Paper of BPO Management
IIBM Institute of Business Management 14
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Discuss the different strategies that are adopted by the BPO‟s to control their Attrition.
2. What are the Pros and Cons of BPO?
3. Write a note on the SWOT Analysis of Indian BPO Industry.
S-2-300813
END OF SECTION C