Diverse Engagement ModelsExperience the ease of doing business

Build-Operate-Transfer (BOT)

Gain Guarantee

Carve-out

Classic Agreement

Vol. 3 April 2010

Global Footprint

Do write in with your feedback on Insight to info@aegisglobal.com

CORPORATE HEADQUARTERSAegis LimitedEssar House

11 K.K. Marg, MahalaxmiMumbai – 400 034

INDIA

Phone: +91-22-6660 1100Fax: +91-22-2495 4490

Contact Information

India : Philippines : South Africa : UK : US & Costa Rica: Australia :Kenya :Sri Lanka :New Zealand :Email : info@aegisglobal.com

+91 124 6796666+63 2885 8000

+27 11 461 9154+ 44 207 408 8701

+1 877 892 3447+61 3 9256 5000

+ 254 750 1026 78+94 114 810 001

+64 9 302 1730

Cop

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Aeg

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www.aegisglobal.com

Case in Point

THE CLIENTAmong the most trusted and top selling brands globally, Toyota has been the leading automotive company in South Africa for the last few decades. The company has been consistently ranked among the top three for customer satisfaction and is committed to continuous improvements in everything it does, while constantly scaling new heights with breakthrough products and impeccable services.

CUSTOMER CHALLENGESAs part of its “Service Excellence” strategy, Toyota decided to focus on that part of the value chain closest to customers – the dealer network. By enhancing efficient and open communication channels between itself and its dealers and customers, Toyota could create greater visibility and develop a better understanding of its customers. This in turn would enable the company to take steps towards enriching customer experience.

AEGIS SOLUTIONWith its extensive experience in supporting the automotive industry and managing customer service for leading motor brands, Aegis had a suite of tailored solutions for the industry that was designed for flexibility and ease of integration with existing CRM processes. Thus, Toyota found in Aegis the ideal partner to manage its customer services.

After a study of the situation, the Aegis team deduced that the integration and consolidation of all the customer touch points had to be carried out to enable Toyota to build its CRM platform and support its “Service Excellence” strategy. Toyota’s four regional customer service centers were hence consolidated into a single, virtual center, with the Aegis team taking over Toyota’s in-house national contact center for management of customer service and complaints and supplementing it with a special management contact center for priority cases. Aegis also took

5

Enriching Customer Experience Through “Service Excellence”

Customer Management Services• Customer service and complaints

management• Case management of complaints• Management channel for priority cases

Dealer Management Services• Parts information and case management

of part related queries• Dealer assistance channel implemented

Call Center Management Services• Takeover of the organization's national contact center• Outbound calling to assist the marketing department

A snapshot of Aegis services

over the switchboard and parts channel that dealt with case management of parts-related queries. This allowed for a relevant and efficient information channel and resulted in a streamlined customer services process. Another key component of Aegis’s solution was the creation of an outbound contact center to assist the Toyota marketing department in delivering quality and consistent customer service. This strategy also ensured that the entire dealership network was integrated with the customer service process, resulting in a consistent customer experience.

RESULTSBy aligning Toyota’s customer services strategies with its business processes, Aegis helped the company make a significant impact on the end-customer experience. With increased levels of motivation among the customer service center staff and reduced attrition rates, the dealer channels are now able to increase first call resolutions and drive speedy case

closures. With many main processes streamlined and re-engineered based on feedback, there has been a marked improvement and increased efficiency in customer services. Toyota’s processes have been clearly demarked and there are now inbuilt standards to consistently measure adherence to processes, thus enabling full productivity and consistent levels of services.

Aegis’s solution helped Toyota derive a broad range of benefits:◆ Improved overall customer service

◆ Consistent customer experience at all touch points

◆ Effective and efficient communication flow between concerned stakeholders

◆ Complete case tracking to closure

◆ Reduced customer support costs

◆ Improved relationships with the dealers

Aegis Speak

2

Industry Buzz Aegis Buzz

Buzz Factor

3

Can providing a wide choice of engagement models differentiate a service provider?The service provider is definitely at an advantage if it is able to provide a choice of models. At the same time, one needs to be cautious in presenting the choices to a prospective buyer in order not to overwhelm the latter. Thus, the service provider must do a careful analysis of the prospect’s maturity and readiness levels and accordingly recommend the apt models.

John Willmott is one of the founders of NelsonHall and has been CEO since its inception in 1998. John has covered the BPO market since 1992 and has led more than a hundred assessments of BPO organizations. John has over 20 years' experience in the services sector, principally in strategic marketing roles. Previously, John held senior positions with suppliers and research agencies in Europe and in the U.S.A. John is an MA from Cambridge University and an MBA from Manchester Business School.

Think Tank

4

SLAs for successful outsourcing relationshipsOutsourcing Center studied outsourcing relationships of companies who applied for the 2009 Outsourcing Excellence Awards. Some of the best practices identified include: aligning SLAs with a gain sharing mechanism, establishing SLAs to monitor and measure the relationship aspects of a deal and contractual enablement of periodic review of SLAs. The study also established that majority of buyers found that incentives are more effective than penalties in motivating service providers to achieve business objectives. This was especially true in situations where timing was crucial.

Source: Outsourcing Center’s Findings “Winning Moves in Structuring and Modifying SLAs in Outsourcing Relationships”

The 2009 Supply Management BPO LandscapeThe global supply management business process outsourcing market grew 30% in one year, driven by offshore-supported delivery. From 30% three years ago, to 72% in 2009, the share of procurement and strategic sourcing services delivered from India has grown significantly. The growth will be sustained if service providers introduce significant process and technology enhancements to the early adopters to help them optimize their delivery.

Source: AMR Research Report “The 2009 Supply Management BPO Landscape: Short-Term Body-Shopping Trumps Business Transformation”

IAOP’s trends for 2010In 2010, companies will look at outsourcing for innovation and flexibility in addition to cost savings. One of the top ten trends will be the rise of delivery locations in Central and South America, marking a shift from locations such as China.

Source: Year-end Predictions for 2010 by IAOP

Aegis in Gartner Magic QuadrantAegis has been included in the Gartner Magic Quadrant for CRM Contact Center BPOs for North America, in a report published in December 2009 by Gartner. Gartner’s inclusion criteria include demonstrating revenue derived from clients in North America, minimum revenue of $350 million and a minimum of 20,000 CRM contact center BPO full-time-equivalent (FTE) agents. Companies considered for this Magic Quadrant also have to demonstrate a blend of business, organizational, industry, technical, and project management expertise and an aptitude for innovation.

Aegis Sales Representative wins Toyota Yaris for Stellar Performance RecordIn a contest conducted by Aegis with support from a major healthcare client, sales representative Darthaelious Parker, from the Irving Service Delivery Centre, emerged as the winner. Darthaelious had the highest sales performance record and quality scores among 700 agents from Aegis Service Delivery Centers in Irving, Texas, and Sierra Vista, Arizona who participated in the contest.

Aegis forays into academia with the Institute of Customer Experience ManagementAegis limited forays into a new division, Aegis Academy, with mission to promote and enhance the culture of customer-centricity. It will equip students who wish to be engaged in the services sector with the right mind set, skill set, and knowledge / processes. This structured and focused experienced based learning will enable them to contribute towards maximizing of customer life time value and profits.

Location Decisions for Outsourcers

Awards

Recognized by the International Association of Outsourcing Professionals® in the leaders category in the 2010 Global Outsourcing 100®

John Wilmott can be contacted on info@aegisglobal.com

Dear Customer,

I am delighted to introduce to you the third issue of our newsletter Insight. The challenging economic scenario that

characterized 2009 has altered the way CXOs evaluate outsourcing engagements. Today, leading companies across

the globe are exploring engagement models that help them optimize business outcomes. In this issue of Insight, we

examine outsourcing engagement models in detail.

In the Think Tank section, John Willmott, founder and CEO of Nelson-Hall, shares his thoughts on trends in

engagement models and implications for buyers and service providers.

Based on our experiences, Aegis has built its business engagement models around three factors that are critical to the

success of our customers:

◆ An entrepreneurial vein in the company that fosters risk-sharing with the customer

◆ Domain experts who understand the customer’s business thoroughly and are therefore able to tailor engagement

models to best suit the customer’s needs

◆ Global delivery capabilities that helps the customer pick a location best aligned with their requirements

Be it the Spirit Airlines engagement, featured in the previous edition's Case in Point or our relationship with Toyota South Africa, Aegis has demonstrated

its ability to tailor its engagement approach to best suit our customer’s

needs. In this issue, we spotlight Toyota South Africa’s positive

experiences where Aegis aligned customer service strategy with business

processes.

Also in this issue is the Buzz Factor section, which brings you the latest

happenings in the industry and at Aegis.

We hope you enjoy reading this issue as much as we did putting it together

for you.

Lance Rosenzweig

CEO – Business Development Group

Engagement Models - Trends and Takeaways

Increased Maturity in BPO Industry

• Broader Engagements

As the BPO industry matures, what changes have you seen in the way a buyer engages with the outsourcing service provider? With growing maturity, there is clearly a focus on going beyond cost reduction and looking for more business benefits. Broader engagements are in the offing, and this has implications on the governance model as well as the quality of client involvement.

With respect to governance, the nature of SLAs is also evolving from the measurement of tactical and transactional outcomes to strategic areas such as ideas tabled or ROI through the changes implemented.

Buyers also now expect service providers to be more flexible and handle more variability in volumes. There is also a growing trend towards transactional pricing from FTE based models.

What are the most common pricing/engagement models in the global BPO industry today? Please can you elaborate on the applicability of the most commonly encountered models today?Despite the talk around newer engagement models, T&M continues to find favour as buyers are quite comfortable with this model and it is still the best option when the process being outsourced has not been benchmarked. In a more stable relationship, per transaction pricing is common. Such a pricing model is also well suited for back office processing like accounts payable, for example. On the other hand, in customer lifecycle services, there is a move away from metrics such as average call handling time to bonuses linked to customer retention, cross-selling or up-selling.

Risk/reward models, most apt in outsourcing selling situations, are also being discussed. Risk/reward models can work when the customer-provider relationship is deep, and the service provider not only exhibits an overall industry understanding but also a through grasp of the customer’s own business. Only in such a scenario will the benefits for the customer transcend cost reduction and cover areas such as service improvement and innovation.

Beyond Cost Reduction - Business Benefits

• Service Providers need to analyze client context better

Governance ModelNature of Client Involvement

• Change in nature of SLAs• Risk/reward pricing

modelsBest Employer Brand (BPO) 2009-10 by the Employer BrandingInstitute in recognition of Aegis’ HR best practices.

Aegis associates with Dun and Bradstreet in launching D&B India’s ‘Top ITeS and BPO companies 2009’.

Aegis Limited is awarded with the MVP quality award by Technology Marketing Corporation’s Customer Interaction Solutions Magazine for demonstrating the utmost commitment to quality, excellence and customer service

Aegis Speak

2

Industry Buzz Aegis Buzz

Buzz Factor

3

Can providing a wide choice of engagement models differentiate a service provider?The service provider is definitely at an advantage if it is able to provide a choice of models. At the same time, one needs to be cautious in presenting the choices to a prospective buyer in order not to overwhelm the latter. Thus, the service provider must do a careful analysis of the prospect’s maturity and readiness levels and accordingly recommend the apt models.

John Willmott is one of the founders of NelsonHall and has been CEO since its inception in 1998. John has covered the BPO market since 1992 and has led more than a hundred assessments of BPO organizations. John has over 20 years' experience in the services sector, principally in strategic marketing roles. Previously, John held senior positions with suppliers and research agencies in Europe and in the U.S.A. John is an MA from Cambridge University and an MBA from Manchester Business School.

Think Tank

4

SLAs for successful outsourcing relationshipsOutsourcing Center studied outsourcing relationships of companies who applied for the 2009 Outsourcing Excellence Awards. Some of the best practices identified include: aligning SLAs with a gain sharing mechanism, establishing SLAs to monitor and measure the relationship aspects of a deal and contractual enablement of periodic review of SLAs. The study also established that majority of buyers found that incentives are more effective than penalties in motivating service providers to achieve business objectives. This was especially true in situations where timing was crucial.

Source: Outsourcing Center’s Findings “Winning Moves in Structuring and Modifying SLAs in Outsourcing Relationships”

The 2009 Supply Management BPO LandscapeThe global supply management business process outsourcing market grew 30% in one year, driven by offshore-supported delivery. From 30% three years ago, to 72% in 2009, the share of procurement and strategic sourcing services delivered from India has grown significantly. The growth will be sustained if service providers introduce significant process and technology enhancements to the early adopters to help them optimize their delivery.

Source: AMR Research Report “The 2009 Supply Management BPO Landscape: Short-Term Body-Shopping Trumps Business Transformation”

IAOP’s trends for 2010In 2010, companies will look at outsourcing for innovation and flexibility in addition to cost savings. One of the top ten trends will be the rise of delivery locations in Central and South America, marking a shift from locations such as China.

Source: Year-end Predictions for 2010 by IAOP

Aegis in Gartner Magic QuadrantAegis has been included in the Gartner Magic Quadrant for CRM Contact Center BPOs for North America, in a report published in December 2009 by Gartner. Gartner’s inclusion criteria include demonstrating revenue derived from clients in North America, minimum revenue of $350 million and a minimum of 20,000 CRM contact center BPO full-time-equivalent (FTE) agents. Companies considered for this Magic Quadrant also have to demonstrate a blend of business, organizational, industry, technical, and project management expertise and an aptitude for innovation.

Aegis Sales Representative wins Toyota Yaris for Stellar Performance RecordIn a contest conducted by Aegis with support from a major healthcare client, sales representative Darthaelious Parker, from the Irving Service Delivery Centre, emerged as the winner. Darthaelious had the highest sales performance record and quality scores among 700 agents from Aegis Service Delivery Centers in Irving, Texas, and Sierra Vista, Arizona who participated in the contest.

Aegis forays into academia with the Institute of Customer Experience ManagementAegis limited forays into a new division, Aegis Academy, with mission to promote and enhance the culture of customer-centricity. It will equip students who wish to be engaged in the services sector with the right mind set, skill set, and knowledge / processes. This structured and focused experienced based learning will enable them to contribute towards maximizing of customer life time value and profits.

Location Decisions for Outsourcers

Awards

Recognized by the International Association of Outsourcing Professionals® in the leaders category in the 2010 Global Outsourcing 100®

John Wilmott can be contacted on info@aegisglobal.com

Dear Customer,

I am delighted to introduce to you the third issue of our newsletter Insight. The challenging economic scenario that

characterized 2009 has altered the way CXOs evaluate outsourcing engagements. Today, leading companies across

the globe are exploring engagement models that help them optimize business outcomes. In this issue of Insight, we

examine outsourcing engagement models in detail.

In the Think Tank section, John Willmott, founder and CEO of Nelson-Hall, shares his thoughts on trends in

engagement models and implications for buyers and service providers.

Based on our experiences, Aegis has built its business engagement models around three factors that are critical to the

success of our customers:

◆ An entrepreneurial vein in the company that fosters risk-sharing with the customer

◆ Domain experts who understand the customer’s business thoroughly and are therefore able to tailor engagement

models to best suit the customer’s needs

◆ Global delivery capabilities that helps the customer pick a location best aligned with their requirements

Be it the Spirit Airlines engagement, featured in the previous edition's Case in Point or our relationship with Toyota South Africa, Aegis has demonstrated

its ability to tailor its engagement approach to best suit our customer’s

needs. In this issue, we spotlight Toyota South Africa’s positive

experiences where Aegis aligned customer service strategy with business

processes.

Also in this issue is the Buzz Factor section, which brings you the latest

happenings in the industry and at Aegis.

We hope you enjoy reading this issue as much as we did putting it together

for you.

Lance Rosenzweig

CEO – Business Development Group

Engagement Models - Trends and Takeaways

Increased Maturity in BPO Industry

• Broader Engagements

As the BPO industry matures, what changes have you seen in the way a buyer engages with the outsourcing service provider? With growing maturity, there is clearly a focus on going beyond cost reduction and looking for more business benefits. Broader engagements are in the offing, and this has implications on the governance model as well as the quality of client involvement.

With respect to governance, the nature of SLAs is also evolving from the measurement of tactical and transactional outcomes to strategic areas such as ideas tabled or ROI through the changes implemented.

Buyers also now expect service providers to be more flexible and handle more variability in volumes. There is also a growing trend towards transactional pricing from FTE based models.

What are the most common pricing/engagement models in the global BPO industry today? Please can you elaborate on the applicability of the most commonly encountered models today?Despite the talk around newer engagement models, T&M continues to find favour as buyers are quite comfortable with this model and it is still the best option when the process being outsourced has not been benchmarked. In a more stable relationship, per transaction pricing is common. Such a pricing model is also well suited for back office processing like accounts payable, for example. On the other hand, in customer lifecycle services, there is a move away from metrics such as average call handling time to bonuses linked to customer retention, cross-selling or up-selling.

Risk/reward models, most apt in outsourcing selling situations, are also being discussed. Risk/reward models can work when the customer-provider relationship is deep, and the service provider not only exhibits an overall industry understanding but also a through grasp of the customer’s own business. Only in such a scenario will the benefits for the customer transcend cost reduction and cover areas such as service improvement and innovation.

Beyond Cost Reduction - Business Benefits

• Service Providers need to analyze client context better

Governance ModelNature of Client Involvement

• Change in nature of SLAs• Risk/reward pricing

modelsBest Employer Brand (BPO) 2009-10 by the Employer BrandingInstitute in recognition of Aegis’ HR best practices.

Aegis associates with Dun and Bradstreet in launching D&B India’s ‘Top ITeS and BPO companies 2009’.

Aegis Limited is awarded with the MVP quality award by Technology Marketing Corporation’s Customer Interaction Solutions Magazine for demonstrating the utmost commitment to quality, excellence and customer service

Aegis Speak

2

Industry Buzz Aegis Buzz

Buzz Factor

3

Can providing a wide choice of engagement models differentiate a service provider?The service provider is definitely at an advantage if it is able to provide a choice of models. At the same time, one needs to be cautious in presenting the choices to a prospective buyer in order not to overwhelm the latter. Thus, the service provider must do a careful analysis of the prospect’s maturity and readiness levels and accordingly recommend the apt models.

John Willmott is one of the founders of NelsonHall and has been CEO since its inception in 1998. John has covered the BPO market since 1992 and has led more than a hundred assessments of BPO organizations. John has over 20 years' experience in the services sector, principally in strategic marketing roles. Previously, John held senior positions with suppliers and research agencies in Europe and in the U.S.A. John is an MA from Cambridge University and an MBA from Manchester Business School.

Think Tank

4

SLAs for successful outsourcing relationshipsOutsourcing Center studied outsourcing relationships of companies who applied for the 2009 Outsourcing Excellence Awards. Some of the best practices identified include: aligning SLAs with a gain sharing mechanism, establishing SLAs to monitor and measure the relationship aspects of a deal and contractual enablement of periodic review of SLAs. The study also established that majority of buyers found that incentives are more effective than penalties in motivating service providers to achieve business objectives. This was especially true in situations where timing was crucial.

Source: Outsourcing Center’s Findings “Winning Moves in Structuring and Modifying SLAs in Outsourcing Relationships”

The 2009 Supply Management BPO LandscapeThe global supply management business process outsourcing market grew 30% in one year, driven by offshore-supported delivery. From 30% three years ago, to 72% in 2009, the share of procurement and strategic sourcing services delivered from India has grown significantly. The growth will be sustained if service providers introduce significant process and technology enhancements to the early adopters to help them optimize their delivery.

Source: AMR Research Report “The 2009 Supply Management BPO Landscape: Short-Term Body-Shopping Trumps Business Transformation”

IAOP’s trends for 2010In 2010, companies will look at outsourcing for innovation and flexibility in addition to cost savings. One of the top ten trends will be the rise of delivery locations in Central and South America, marking a shift from locations such as China.

Source: Year-end Predictions for 2010 by IAOP

Aegis in Gartner Magic QuadrantAegis has been included in the Gartner Magic Quadrant for CRM Contact Center BPOs for North America, in a report published in December 2009 by Gartner. Gartner’s inclusion criteria include demonstrating revenue derived from clients in North America, minimum revenue of $350 million and a minimum of 20,000 CRM contact center BPO full-time-equivalent (FTE) agents. Companies considered for this Magic Quadrant also have to demonstrate a blend of business, organizational, industry, technical, and project management expertise and an aptitude for innovation.

Aegis Sales Representative wins Toyota Yaris for Stellar Performance RecordIn a contest conducted by Aegis with support from a major healthcare client, sales representative Darthaelious Parker, from the Irving Service Delivery Centre, emerged as the winner. Darthaelious had the highest sales performance record and quality scores among 700 agents from Aegis Service Delivery Centers in Irving, Texas, and Sierra Vista, Arizona who participated in the contest.

Aegis forays into academia with the Institute of Customer Experience ManagementAegis limited forays into a new division, Aegis Academy, with mission to promote and enhance the culture of customer-centricity. It will equip students who wish to be engaged in the services sector with the right mind set, skill set, and knowledge / processes. This structured and focused experienced based learning will enable them to contribute towards maximizing of customer life time value and profits.

Location Decisions for Outsourcers

Awards

Recognized by the International Association of Outsourcing Professionals® in the leaders category in the 2010 Global Outsourcing 100®

John Wilmott can be contacted on info@aegisglobal.com

Dear Customer,

I am delighted to introduce to you the third issue of our newsletter Insight. The challenging economic scenario that

characterized 2009 has altered the way CXOs evaluate outsourcing engagements. Today, leading companies across

the globe are exploring engagement models that help them optimize business outcomes. In this issue of Insight, we

examine outsourcing engagement models in detail.

In the Think Tank section, John Willmott, founder and CEO of Nelson-Hall, shares his thoughts on trends in

engagement models and implications for buyers and service providers.

Based on our experiences, Aegis has built its business engagement models around three factors that are critical to the

success of our customers:

◆ An entrepreneurial vein in the company that fosters risk-sharing with the customer

◆ Domain experts who understand the customer’s business thoroughly and are therefore able to tailor engagement

models to best suit the customer’s needs

◆ Global delivery capabilities that helps the customer pick a location best aligned with their requirements

Be it the Spirit Airlines engagement, featured in the previous edition's Case in Point or our relationship with Toyota South Africa, Aegis has demonstrated

its ability to tailor its engagement approach to best suit our customer’s

needs. In this issue, we spotlight Toyota South Africa’s positive

experiences where Aegis aligned customer service strategy with business

processes.

Also in this issue is the Buzz Factor section, which brings you the latest

happenings in the industry and at Aegis.

We hope you enjoy reading this issue as much as we did putting it together

for you.

Lance Rosenzweig

CEO – Business Development Group

Engagement Models - Trends and Takeaways

Increased Maturity in BPO Industry

• Broader Engagements

As the BPO industry matures, what changes have you seen in the way a buyer engages with the outsourcing service provider? With growing maturity, there is clearly a focus on going beyond cost reduction and looking for more business benefits. Broader engagements are in the offing, and this has implications on the governance model as well as the quality of client involvement.

With respect to governance, the nature of SLAs is also evolving from the measurement of tactical and transactional outcomes to strategic areas such as ideas tabled or ROI through the changes implemented.

Buyers also now expect service providers to be more flexible and handle more variability in volumes. There is also a growing trend towards transactional pricing from FTE based models.

What are the most common pricing/engagement models in the global BPO industry today? Please can you elaborate on the applicability of the most commonly encountered models today?Despite the talk around newer engagement models, T&M continues to find favour as buyers are quite comfortable with this model and it is still the best option when the process being outsourced has not been benchmarked. In a more stable relationship, per transaction pricing is common. Such a pricing model is also well suited for back office processing like accounts payable, for example. On the other hand, in customer lifecycle services, there is a move away from metrics such as average call handling time to bonuses linked to customer retention, cross-selling or up-selling.

Risk/reward models, most apt in outsourcing selling situations, are also being discussed. Risk/reward models can work when the customer-provider relationship is deep, and the service provider not only exhibits an overall industry understanding but also a through grasp of the customer’s own business. Only in such a scenario will the benefits for the customer transcend cost reduction and cover areas such as service improvement and innovation.

Beyond Cost Reduction - Business Benefits

• Service Providers need to analyze client context better

Governance ModelNature of Client Involvement

• Change in nature of SLAs• Risk/reward pricing

modelsBest Employer Brand (BPO) 2009-10 by the Employer BrandingInstitute in recognition of Aegis’ HR best practices.

Aegis associates with Dun and Bradstreet in launching D&B India’s ‘Top ITeS and BPO companies 2009’.

Aegis Limited is awarded with the MVP quality award by Technology Marketing Corporation’s Customer Interaction Solutions Magazine for demonstrating the utmost commitment to quality, excellence and customer service

Diverse Engagement ModelsExperience the ease of doing business

Build-Operate-Transfer (BOT)

Gain Guarantee

Carve-out

Classic Agreement

Vol. 3 April 2010

Global Footprint

Do write in with your feedback on Insight to info@aegisglobal.com

CORPORATE HEADQUARTERSAegis LimitedEssar House

11 K.K. Marg, MahalaxmiMumbai – 400 034

INDIA

Phone: +91-22-6660 1100Fax: +91-22-2495 4490

Contact Information

India : Philippines : South Africa : UK : US & Costa Rica: Australia :Kenya :Sri Lanka :New Zealand :Email : info@aegisglobal.com

+91 124 6796666+63 2885 8000

+27 11 461 9154+ 44 207 408 8701

+1 877 892 3447+61 3 9256 5000

+ 254 750 1026 78+94 114 810 001

+64 9 302 1730

Cop

yrig

ht 2

009,

Aeg

is L

imite

d. A

ll rig

hts

rese

rved

www.aegisglobal.com

Case in Point

THE CLIENTAmong the most trusted and top selling brands globally, Toyota has been the leading automotive company in South Africa for the last few decades. The company has been consistently ranked among the top three for customer satisfaction and is committed to continuous improvements in everything it does, while constantly scaling new heights with breakthrough products and impeccable services.

CUSTOMER CHALLENGESAs part of its “Service Excellence” strategy, Toyota decided to focus on that part of the value chain closest to customers – the dealer network. By enhancing efficient and open communication channels between itself and its dealers and customers, Toyota could create greater visibility and develop a better understanding of its customers. This in turn would enable the company to take steps towards enriching customer experience.

AEGIS SOLUTIONWith its extensive experience in supporting the automotive industry and managing customer service for leading motor brands, Aegis had a suite of tailored solutions for the industry that was designed for flexibility and ease of integration with existing CRM processes. Thus, Toyota found in Aegis the ideal partner to manage its customer services.

After a study of the situation, the Aegis team deduced that the integration and consolidation of all the customer touch points had to be carried out to enable Toyota to build its CRM platform and support its “Service Excellence” strategy. Toyota’s four regional customer service centers were hence consolidated into a single, virtual center, with the Aegis team taking over Toyota’s in-house national contact center for management of customer service and complaints and supplementing it with a special management contact center for priority cases. Aegis also took

5

Enriching Customer Experience Through “Service Excellence”

Customer Management Services• Customer service and complaints

management• Case management of complaints• Management channel for priority cases

Dealer Management Services• Parts information and case management

of part related queries• Dealer assistance channel implemented

Call Center Management Services• Takeover of the organization's national contact center• Outbound calling to assist the marketing department

A snapshot of Aegis services

over the switchboard and parts channel that dealt with case management of parts-related queries. This allowed for a relevant and efficient information channel and resulted in a streamlined customer services process. Another key component of Aegis’s solution was the creation of an outbound contact center to assist the Toyota marketing department in delivering quality and consistent customer service. This strategy also ensured that the entire dealership network was integrated with the customer service process, resulting in a consistent customer experience.

RESULTSBy aligning Toyota’s customer services strategies with its business processes, Aegis helped the company make a significant impact on the end-customer experience. With increased levels of motivation among the customer service center staff and reduced attrition rates, the dealer channels are now able to increase first call resolutions and drive speedy case

closures. With many main processes streamlined and re-engineered based on feedback, there has been a marked improvement and increased efficiency in customer services. Toyota’s processes have been clearly demarked and there are now inbuilt standards to consistently measure adherence to processes, thus enabling full productivity and consistent levels of services.

Aegis’s solution helped Toyota derive a broad range of benefits:◆ Improved overall customer service

◆ Consistent customer experience at all touch points

◆ Effective and efficient communication flow between concerned stakeholders

◆ Complete case tracking to closure

◆ Reduced customer support costs

◆ Improved relationships with the dealers

Diverse Engagement ModelsExperience the ease of doing business

Build-Operate-Transfer (BOT)

Gain Guarantee

Carve-out

Classic Agreement

Vol. 3 April 2010

Global Footprint

Do write in with your feedback on Insight to info@aegisglobal.com

CORPORATE HEADQUARTERSAegis LimitedEssar House

11 K.K. Marg, MahalaxmiMumbai – 400 034

INDIA

Phone: +91-22-6660 1100Fax: +91-22-2495 4490

Contact Information

India : Philippines : South Africa : UK : US & Costa Rica: Australia :Kenya :Sri Lanka :New Zealand :Email : info@aegisglobal.com

+91 124 6796666+63 2885 8000

+27 11 461 9154+ 44 207 408 8701

+1 877 892 3447+61 3 9256 5000

+ 254 750 1026 78+94 114 810 001

+64 9 302 1730

Cop

yrig

ht 2

009,

Aeg

is L

imite

d. A

ll rig

hts

rese

rved

www.aegisglobal.com

Case in Point

THE CLIENTAmong the most trusted and top selling brands globally, Toyota has been the leading automotive company in South Africa for the last few decades. The company has been consistently ranked among the top three for customer satisfaction and is committed to continuous improvements in everything it does, while constantly scaling new heights with breakthrough products and impeccable services.

CUSTOMER CHALLENGESAs part of its “Service Excellence” strategy, Toyota decided to focus on that part of the value chain closest to customers – the dealer network. By enhancing efficient and open communication channels between itself and its dealers and customers, Toyota could create greater visibility and develop a better understanding of its customers. This in turn would enable the company to take steps towards enriching customer experience.

AEGIS SOLUTIONWith its extensive experience in supporting the automotive industry and managing customer service for leading motor brands, Aegis had a suite of tailored solutions for the industry that was designed for flexibility and ease of integration with existing CRM processes. Thus, Toyota found in Aegis the ideal partner to manage its customer services.

After a study of the situation, the Aegis team deduced that the integration and consolidation of all the customer touch points had to be carried out to enable Toyota to build its CRM platform and support its “Service Excellence” strategy. Toyota’s four regional customer service centers were hence consolidated into a single, virtual center, with the Aegis team taking over Toyota’s in-house national contact center for management of customer service and complaints and supplementing it with a special management contact center for priority cases. Aegis also took

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Enriching Customer Experience Through “Service Excellence”

Customer Management Services• Customer service and complaints

management• Case management of complaints• Management channel for priority cases

Dealer Management Services• Parts information and case management

of part related queries• Dealer assistance channel implemented

Call Center Management Services• Takeover of the organization's national contact center• Outbound calling to assist the marketing department

A snapshot of Aegis services

over the switchboard and parts channel that dealt with case management of parts-related queries. This allowed for a relevant and efficient information channel and resulted in a streamlined customer services process. Another key component of Aegis’s solution was the creation of an outbound contact center to assist the Toyota marketing department in delivering quality and consistent customer service. This strategy also ensured that the entire dealership network was integrated with the customer service process, resulting in a consistent customer experience.

RESULTSBy aligning Toyota’s customer services strategies with its business processes, Aegis helped the company make a significant impact on the end-customer experience. With increased levels of motivation among the customer service center staff and reduced attrition rates, the dealer channels are now able to increase first call resolutions and drive speedy case

closures. With many main processes streamlined and re-engineered based on feedback, there has been a marked improvement and increased efficiency in customer services. Toyota’s processes have been clearly demarked and there are now inbuilt standards to consistently measure adherence to processes, thus enabling full productivity and consistent levels of services.

Aegis’s solution helped Toyota derive a broad range of benefits:◆ Improved overall customer service

◆ Consistent customer experience at all touch points

◆ Effective and efficient communication flow between concerned stakeholders

◆ Complete case tracking to closure

◆ Reduced customer support costs

◆ Improved relationships with the dealers