America’s Erick Weihen Mayer created history on May 25, 2001 by becoming the first blind person to scale Mount Everest. Erick at, 32, who lost his eyesight due to a degenerative disease at the age of 13, set a foot on 8,848 meter peak along with 17 other members of an expedition team after an unsuccessful attempt earlier due to bad weather conditions. An hour before Erick, Bradford Bull earned a distinction of being the oldest climber to set foot atop the world’s highest peak at the age of 65along with his son.
(source: Times of India, 26/5/2001)

Among the various factors of production, which are used in an organization, human resource is the most important. This is because effective use of physical resources such as land, machinery, materials, etc. ultimately depends on how the human factor is put to good use on various operations. The most effective and efficient machinery in the world will not produce optimum level unless the people who operate the machinery know how to make it perform at its best and most importantly, are motivated to make their equipment produce efficiently.

1.1 DEFINATION OF HRM: “Human Resource Management (HRM) is a process of bringing
people and organizations together so that the goal of each one is met, effectively and efficiently”.

The principle scope of HRM can be listed as, • • • • • • • • • • Pervasive force Action oriented Individually oriented People oriented Future oriented Development oriented Integrating mechanism Comprehensive function Auxiliary services Inter-disciplinary function

To provide the organization with well-trained and well. • Train people for challenging roles • • Develop skills and competencies Promote team spirit Develop loyalty and commitment Increase productivity and profits Improve job satisfaction GOOD HR PRACTICES HELP • • • . skills and abilities of employees. To employ the skills and abilities of the workforce efficiently.motivated employees.3 OBJECTIVES OF HRM: The principle objectives of HRM can be listed as. particularly they establish a set of core competencies that distinguish an organization from its competitors. To communicate HR policies to all employees. To be ethically and socially responsive to the needs of the society.• Continuous function 1.4 IMPORTANCE OF HRM: People have always been central to the organization and an organization’s success increasingly depends on the knowledge. 1. To develop and maintain a quality of work life. retain talent • Attract and realize its professed goals and deliver better results than others. • • • • • • • To help the organization reach its goals. develop and utilize best brains at work place. To increase the fullest the employee’s job satisfaction and selfactualization. With appropriate HR policies and practices an organization can hire.

aspirations. welfare.7 GROWTH OF HR IN HR IN INDIA: Since the evolution of HR. rewards People as expenses EMERGING HR PRACTICE • • • • • • • Strategic role Proactive Key part of organizational mission Service focus Process based organization Cross-functional teams. the field has seen a lot of changes.1. usefulness Incremental productivity gains through human assets STATUS Clerical • • • • • • • • • • • • • • • • ROLES Welfare administrator Policeman Appraiser Advisor Mediator Legal advisor Fire fighting Change agent Integrator Trainer Educator Developer Counselor Coach Mentor Problem solver Administrativ e 1970-1980 Development 1990’sonwards Proactive. isolated from company mission Production focus Functional organization Individuals encouraged. effectiveness dimensions added Emphasis on human values. growthoriented 1. teamwork most important People as key investments/assets . PERIOD 1920-1930 1940-1960 EMPHASIS Welfare management Paternalistic practices Expanding the role to cover labor. industrial relations and personnel administration Efficiency.8 SHIFTS IN HR MANAGEMENT IN INDIA: TADITIONAL HR PRACTICE • • • • • • • Administrative role Reactive Separate. dignity. singled out for praise. which can listed as.

There are numerous reasons for the attrition to be high which can be categorized into two broad classifications.10.1. It also has to take into account the root of the problem by going back to the hiring stage. Attrition Rate: “The rate of shrinkage in size or number”. No common formula can be used by all the organizations. The attrition rate has always been a sensitive issue for all organizations. A formula had to be devised keeping in view the nature of the business and different job functions. 1. resignation or death”. 1.1 CALCULATING ATTRITION RATE: Attrition rates can be calculated using simple formula: . Moreover. HR manager as strategists HR professional as change agent Managin g diversity HRM in M&A Changed employee expectatio ns New organizatio nal forms CONTEMPORA RY ISSUES IN HRM Changing workforce demograph ics HRM in high performanc e organizatio ns Attitude towards union Make HR activities ethical As stated above. The first can be coined as “Drive Attrition” which is caused due to employer. the second one can be termed as “Drag Attrition” which is caused due to the employee. calculating attrition rate is not only about devising a mathematical formula. Calculating employee turnover rate is not that simple as it seems to be.9 CONTEMPORARY ISSUES IN HRM: Following can be stated as contemporary issues in HRM. one of the challenges faced by HR managers is that of Human Balancin BPO and Globalizati Resource Management is that of attritionworkg of Employees in BPO and KPO industry.10 EMPLOYEE ATTRITION: CALL centers life on DEFINING EMPLOYEE ATTRITION AND ATTRITION RATE: Attrition: “A reduction in the number of employees through retirement.

It tells how many are using the company as a springboard or a launch pad. This indicates the ease with which people adapt to the company. These are: • Fresher attrition that tells the number of fresher’s who left the organization within one year. If he is given a job which mismatches his personality. and 300 quit in the year.Attrition = (No. then he won’t be able to perform it well and try to find out reasons to leave the job.000 employees in April 2004.000 in March 2005. The most common reasons can be: • Job is not what employee expected to be: Sometimes the job responsibilities don’t come out to be the same as expected by the candidates. • • • ATTRITION RATE IN DIFFERENT COUNTRIES ROUND THE GLOBE: ATTRITION US Australia Europe India Global Average RATE (%) 42% 29% 42% 18% 42% REASONS WHY EMPLOYEES LEAVE: Employees do not leave an organization without any significant reason. Besides this. Infant mortality that is the percentage of people who left the organization within one year. Critical resource which tell the attrition in terms of key personnel like senior executives leaving the organization. then the average employee strength is 1.500 and attrition is 100*(300/1. there are various other types of attrition that should be taken into account. if the company had 1. Unexpected job responsibilities lead to job dissatisfaction.500)=20%. of employees who left in the year/ average employees in the year)*100 Thus. Low performance attrition: It tells the attrition of those who left due to poor performance. There are certain circumstances that lead to their leaving the organization. Job and person mismatch: A candidate may be fit to do a certain type of job which matches his personality. 2. • .

training costs. New job offer: an attractive job offer which employee thinks is good for him with respect to job responsibility. can lead an employee to leave the organization. This includes the costs of recruitment advertisement. however. most of them will be at the top of their pay scale which will result in excessive manpower costs. selection. loss of morale.10. compensation. Non. etc. referral bonuses. about which most of us are not aware. Stress from overwork and work life balance: Job stress can lead to work life imbalance which ultimately many times lead to employee leaving the organization.2 TRUTHS ABOUT ATTRITION: It is difficult to accept when organizations say they have zero attrition rates. low productivity.supportive coworkers. seniors and management: Trust is the most important factor that is required for an individual to stay in the job. there is no such thing as zero attrition. Secondly. firstly. Lack of appreciation: If the work is not appreciated by the supervisor. • • • 1. Companies may have healthier turnover rates. Nothing can stop these employees from moving on. Some turnover is desirable: Zero attrition is not desirable mainly because of two reasons. new employees bring new ideas. Some of such facts have been highlighted below: Turnover always happens: This happens because employees keep on moving due to reason like marriage or further education. . Consider the cost of replacing the key employee who falls into the category of high performers. rather than achieving zero attrition companies should focus on identifying whom they want to keep so that they have healthy attrition rate. So. There are other such facts about turnover. turnover results in loss of time and efforts.• • • No growth opportunities: No or less learning and growth opportunities in the current job will make candidate’s job and career stagnant. abilities and attitudes which can keep the organization from becoming stagnant. loss of knowledge and so on. Turnover includes costs: Turnover always includes some costs. seniors and management can make office environment unfriendly and difficult to work in. if all employees continue to stay in the same organization. Compensation: Better compensation packages being offered by other companies may attract employees towards themselves. Lack of trust and support in coworkers. the employee feels de-motivated and loses interest in job. growth and learning etc. approaches. Moreover.

is detrimental to organizational health. New employees bring new ideas. developing. When certain employees leave. whose continuation of service would have negatively impacted productivity and profitability of the company is benefited. Managers should try to support their subordinates and give proper feedback on performance. Much of the employee’s perception of job satisfaction stems from the relationship they share with their immediate supervisor. if it happens in a controlled manner. It benefits the organization in the following ways:  It removes bottleneck in the progress of the company. the attrition is being healthy. This means if the ones who have left fall in the category of low performers. Reducing turnover takes commitment: Reducing turnover takes an investment in coaching. no recognition. The term “health attrition” signifies the importance of less productive employees voluntarily leaving the organization. poor working conditions. Some attrition is always desirable and necessary for organizational growth.3 BENEFITS OF ATTRITION: Attrition is not always bad.  It assists in evolving high performance teams.  It creates space for the entry of new talents.10. approaches. low engagement levels. Managers should try to find out the root cause of the problem and then find a feasible solution. Employees may face other problems like low job satisfaction. This. The manager can reduce attrition: Managers should take primary responsibility for retaining their employees. most of them will be at the top of their pay scale which will result in excessive manpower costs. 1. motivating.High salary doesn’t work: Most managers assume that a high salary package is enough to keep employees loyal to their organization. There are also some people in the organization who have a negative and demoralizing influence on the work culture and team spirit. There should be universal acceptance of the goal of reducing turnover along with top management commitment and dedication. Salaries are not always the solution to attrition. Desirable attrition also includes termination of employees with whom the organization does not want to continue a relationship. The only concern is how organization differentiates “good attrition” from “bad attrition”. Attrition rates are considered to be beneficial in some ways: • If all employees stay in the same organization for a very long time. in the long. mentoring and listening to people.term. less support from superiors and so on. abilities and attitudes which can keep the organization healthy. • • • • . HR managers should work in collaboration to make the key employees last in their organization.

As soon as they feel dissatisfied with the current employer or the job.1 IMPORTANCE OF EMPLOYEE RETENTION: So much is being done by organizations to retain its employees. Employees today are different. business pressures do not allow the management to over-reward the performers. but when undesirable employees leave the company. they would be left with no good employees. A good employer should know how to attract and retain its employees. They are not the ones who don’t have good opportunities in hand. the answer is a definitely NO. lack potential for future or need disciplinary action.• There are people who are not able to balance their performance as per expectations. Some companies believe attrition in any form is bad for an organization for it means that a wrong choice was made at the beginning while recruiting. If they don’t. why is retention so important? Is just to reduce the turnover costs? Well. The only positive point is that the realization has initiated action that will lead to cutting loss.11 EMPLOYEE RETENTION: Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project.11. as the rewards are limited. 1. It’s not the only cost incurred by a company that emphasizes the need of retaining employees but also to retain talented employees from getting poach. . the good employees can be given the share they desire. they switch over to the next job. It is the responsibility of the employer to retain their best employees. Employee retention is beneficial for the organization as well as the employee. Retention involves five major things: • • • • Compensation Support Relationship Environment 1. Even good attrition indicates loss as recruitment is a time consuming and costly affair. Furthermore.

the effect is felt throughout the organization. the good amount of time is lost in hiring a new employee and then training an employee and this goes to the loss of the company directly which many a times goes unnoticed. he takes with him valuable knowledge about the company. Interruption of customer service: Customers and clients do business with a company in part because of the people. When the employee leaves. Often much time and money has been spent on the employee in expectation of future return. Relationships are developed that encourage continued sponsorship of the business. which could lead to potential customer loss. Higher retention rates motivate potential employees to join the organization. training costs and productivity loss). 1. Loss of company’s knowledge: When an employee leaves.11. the investment is not realized. customers. Regaining efficiency: If an employee resigns. The unspoken negativity often intensifies for the remaining staff. And even after this companies cannot assure us of the same efficiency from the new employee. Turnover leads to more turnovers: When an employee terminates. When an employee leaves. current projects and past history (sometimes to competitors). industry experts often quote 25% of the average employee salary as a conservative estimate. While it is difficult to fully calculate the cost of turnover (including hiring costs.2 EMPLOYEE RETENTION STRATEGIES: The basic practices which should be kept in mind the employee retention strategies are: • Hire the right people in the first place. Goodwill of the company: The goodwill of a company is maintained when the attrition rates are low. . the relationships that employee built for the company are served.The process of employee retention will benefit an organization in the following ways: The cost of turnover: The cost of employee turnover adds hundreds of thousands of money to a company’s expenses.

11. Provide them information and knowledge.• • • • • • • • Empower the employees. medium and high level. Make employees realize that they are the most valuable asset of the organization. Nave faith in them. Recognize and appreciate their achievements. Keep providing them feedback on their performance.3 RETENTION MYTHS: . Give employees the authority to get things done. These practices can be categorized in 3 levels: Low. Create an environment where the employees want to work and have fun. 1. Keep their morale high. trust them and respect them.

They want opportunities to learn and grow. There are many myths related to the employee retention process. Money matters more to the low income employees for whom it’s a survival issue. But some times these strategies are not used properly or even worse. When employees leave. Incentives can increase productivity: Incentives can surely increase productivity but not for long time. The basic purpose of these strategies should be to increase employee satisfaction. What really glues employees to their work and organization is quality work. There are so many tactics and strategies used in retention of employees by the organizations. volume work targets and speed awards are old management beliefs. Cash incentives. They are free of cost. respect. management tries to retain them by offering more money. relationship with the supervisor and salary. The factors more important than money are job satisfaction. There is no reason for the employee to hop job if he is satisfied with the employer. recognition. Rather speed can hamper the quality of work produced. meaningful responsibilities. career growth and development. . In –fact employees feel more responsible if they are given extra responsibilities apart from their regular job. job responsibilities and individual’s skill development. For such employees. etc. These myths exist because the strategies being used are either wrong or are being used from a long time. Because of which these strategies fail to achieve the desired results. The employers should understand this and work out some other ways to make employee feel satisfied.The process of retention is not easy as it seems. Management can assign extra responsibilities to their employees and appreciate them on completion of these tasks. Issues that are mainly the cause of dissatisfaction are organization’s policies and procedures. Employees look for variety. This will induce a sense of pride in the employee and will improve the relationship between the management and the employee. growth opportunities and friendly supervisors. recognition. wrong strategies are used. They can generate work speedily and in volumes but can’t boost employee commitment. Taking measures to increase employee satisfaction will be expensive for the organizations: The things actually required to improve employee satisfaction like respect. etc. are the main concerns. These myths prevent the employer from successfully implementing the retention strategies. boost employee morale hence achieve retention. greater control on the processes and authority to take decisions in their present job. Employees run away from responsibilities: It is myth that employees run away from responsibilities. achievements. Money can make an employee stay in an organization but not for long. growth. Employees leave an organization for more pay: Money may be the motivating but for many people it is not the most important factor. working conditions. can’t be bought. appreciation. An employee or management reacts well to the employee’s ideas and suggestions is enough for the employee to be retained. Loyalty is a thing of the past: Employees can be loyal but what they need is an employer for whom they can be loyal.


322 billion in 2003.1.1. The US alone accounted for 47% of the global IT-ITES market in 2003. IT services and BPO constituted the largest portion of the global IT-ITES spend. 2.1. North America and Western Europe were major market players and together for more than three-fourth of the global IT-ITES market.INTRODUCTION OF THE INDIAN MARKET SCENARIO 2.1 MARKET SIZE: 2. accounting for approximately 605 of the total pie.2 INDIA: . Globally.1 GLOBAL: The global IT-ITES market has generated revenues of USD 1.1.1 EMERGANCE OF THE INDIAN IT-ITES SECTOR: 2.1.

5%.5 billion in FY2 2003.2 billion.3 billion. the contribution to the service sector as a whole will go up to 17. At present.45% in 2010. The segment is estimated to touch revenues of around USD 92.BPO offerings by Indian vendors. Earnings from IT-ITES exports were USD 13.4 billion in 2009 at a CAGR (Compound Average Growth Rate) of 27. while revenues of the domestic IT-ITES market were USD 8. ITESBPO and hardware segments. The key drivers of growth include the rapid increase in IT outsourcing and the rapid expansion in the scale and breath of IT-ITES. the IT-ITES industry constitutes around 1. The industry achieved revenues of USD 21. The Indian IT-ITES .The Indian IT-ITES industry broadly categorized into IT services.6% of the global IT-ITES market.

2 REASONS FOR THE GROWT OF THE IT-ITES SECTOR: The major reasons for the phenomenal growth of the IT-ITES segment of the Indian service sector can be attributed to “location advantage” and “people attractiveness” factors. India has significant geographical advantage due to the time difference between the US and Europe and so there is enough feedback time. it has now almost become imperative for most of the companies to offshore some of their IT and non. Huge cost advantage Competent management of data security risks Adoption and maintenance of international quality standards World-class telecom infrastructure Government support In general.3 BUSINESS PROCESS OUTSOURCING: 2. The global Business Process Outsourcing (BPO) market has undergone rapid .1 OVERVIEW: Off shoring is a phenomenon. bottom lined and business performance.3. wherein an enterprise relocates the production of its goods or services to various locations in countries other than the one in which it is based. In terms of people attractiveness. Englishspeaking. While companies providing IT services included new service lines. low-cost labor.especially that of services.trained. actuarial modeling and corporate and business research.has become an increasingly viable option for companies looking to improve their operational efficiencies. which adds as an attraction for off shoring more than anything else. and India scores very high on both counts.IT BPO services. R&D engineering and remote network management to their portfolio of offerings. 2. In fact. systems integration.vendors focused on improving productivity and moved up in the value-chain. Off-shoring. such as package software implementation. 2. India has a large pool of highly. IT-ITES-BPO companies began more complex services. to achieve global competitiveness and high profitability. According to a review by NASSCOM. such as financial research and analytics. the above reasons include six major factors: • • • • • • A growing and highly educated English-speaking workforce with the required technical and soft skills.

1 GLOBAL: According to Evalueaserve. 2.3. is expected to grow at a CAGR of 30. The Indian BPO market. with revenue of 2.3. A reduction in telecom costs.7 billion. the contribution will be more than double and reach 2.5% for the sector. This market is expected to grow to USD 39.transformation during the last decade and has been adopted as a strategic business solution by leading companies. coupled with the increased digitization of services.2 INDIA: According to Evalueserve the Indian BPO sector will increase its share in the global KPO sector to 45% by 2010.2 MARKET SIZE: 2.2. compared to 36% share in 2003.2. the revenue of global low-end outsourcing (BPO) services in FY 2003 was USD 7.67% to add to the overall services sector.8 billion in FY 2010. 2. is helping many companies to offshore their services.91% in 2003 and it is expected that by 2010. .3. The contribution of the BPO sector to the Indian services sector was 0.6% upto 2010.78 billion in 2003. This implies a compounded annual growth rate (CAGR) of 26. Share of the Indian BPO sector int eh global BPO industry will increase from 36% in 2003 to 45% in 2010.

KPO provides value to the client through domain expertise rather than process expertise. . thereby enhancing BPO’s traditional cost-quality paradigm. investment research. KPO delivers higher value to the organizations that off shore their domain-based processes.4. etc.3. In comparison to BPO. These include valuation research.3 SWOT ANALYSIS OF INDIAN INDUSTRY STRENGTHS • English speaking labor pool Strong IT background • Superior service maturity • Strong governmental support • Cost competitiveness • Indian domestic market growth • Positing geographic OPPORTUNITIES • Move up the value chain • Unexplored markets • Greater share of market • • • • WEAKNESS Small players High attrition Infrastructure Bureaucracy THREATS • Emerging low cost nations • Rising cost • Backlash in US and Europe • Technology • Indian educational policy 2. legal and insurance claims processing. patent filing.4 KNOWLEDGE PROCESS OUTSOURCING: 2. The shift from off shoring of low-end business processes (BPO) to high-end tasks led to a rapid growth in the off shore KPO industry.1OVERVIEW: Knowledge Process Outsourcing (KPO) refers to the outsourcing of high-end complex tasks and processes to specialized service providers.2.2.

2.78% of Indian services sector by 2010. In FY 2003. to USD 17 billion in FY 2010. The KPO market in India is expected to increase to USD 12 billion by FY 2010.5%. compared to a 56% share in 2003.2 INDIA: The Indian KPO sector will increase its share in the global KPO sector to 71% by 2010.4. the Indian KPO industry generated approximately USD 0. reflecting a CAGR of 49.2.2 MARKET SIZE: 2.2. This implies a CAGR of 44. Maturity of processes and the prospect of better margins for knowledgeintensive services in the low-cost destinations.4.1 GLOBAL: Evalueserve predicts that revenues from the KPO market will grow globally from USD 1. • 2. The important growth drivers of this market are: • Higher savings at the high-end of the value-chain as compared to the lowend and a scarcity of a highly-trained specialized talent pool in the developed countries.29 billion in FY 2003. . for the global KPO market.5%. This share is expected to increase to 1.4.72 billion of the total revenue. contributing about 0.24% to the Indian services sector.

. The UK and Canada account for approximately a 20% share. while the remaining 20% is shared between the rest of Europe and rest of the world.5 KEY SEGMENTS: Out of the estimated opportunity of USD 17 billion the KPO sector in 2010. 2. the major revenues will come from six prominent sectors.The US alone accounts for nearly 60% of the KPO services off shored to low-cost locations.

2 SUPPLY. off shoring of these high-end services is the only viable solution for enterprise facing this shortage of highly-trained specialized labor. Off shoring high-end services not only ensures these two benefits. enterprises need to cut their costs and reduce the time-to-market for their services and products. 2. Hence.6 GROWTH DRIVERS: The significant growth of the KPO sector is attributed to several factors the demand and supply side. to remain competitive globally. 2. but also the intellectual property thus created. rests with the buyer of the off shore high-end (KPO) services. • Further. .6. These factors make it a highly competent and attractive destination for outsourcing. • There is an incumbent shortage of highly-skilled knowledge professionals in the developed nations. With tighter immigration norms. The major trends in the Indian services market expected to drive the KPO sector include: • Economies of scope generated by the entry of many IT companies in the BPO and KPO sectors.1 DEMAND DRIVERS: There are several demand-side factors fueling the KPO trend such as.SIDE DRIVERS: India offers an attractive cost proposition and a highly-skilled talent pool. recruiting the talents for higher-end knowledge-intensive sectors is becoming difficult for enterprise in high-wage countries.2.6.

clients can get the entire range of solutions and services portfolio. • ATTRITION RATES IN DIFFERENT SECTORS: Following chart shows attrition rate in different sectors in India: . Availability of all types of services through a single vendor With the entry of many BPO companies into providing KPO services. thereby moving up the value-chain.• BPO companies moving up the value-chain Off shore service vendors are gaining significant maturity as well as project management and domain expertise. which will help ward off competition from services providers in other emerging low-cost destinations.


3. setting the right benchmarks for quality and delivery and using technology as a backbone to provide faster. Today. made possible due to its strong background in IT and an experienced IT team. Azure has a proven track record of Sourcing and Training of excellent quality human resources on a large scale owing its training background. better and cost-effective services to clients. 3.3 COMPANY VISION: “To be a leading provider of financial services and knowledge based services to a global clientele by offering . Azure ventured into the BPO business facilitated by promoters with more than 15 years of outsourcing and service industry experience. What clients appreciate about Azure is its Process Oriented approach in providing services by meticulously planning the workflow and support systems.000 students across various Azure IT Training Institutes. Azure is a 2100 people company with its Knowledge Centers spread across three locations in India and one in China.1 HISTORY: Azure was founded in 1991 as an IT/CRM training and Software Development company and in the period 1991-2000. it trained more than 60.3. Azure’s services provide the best value for money to clients owing to its low cost of operations in Ahmedabad (70% lower cost than prevailing costs in US/Europe and 30% lower cost than other metro cities in India) and efficiency maximization achieved through automation of processes and effective usage of Information Technology (IT). One of the reasons why clients prefer to work with Azure is because of its retention levels.2 AZURE TODAY: Azure enjoys the reputation of being the first and the largest Business Process Outsourcing (BPO) center in the state of Gujarat in western India. Azure has a record of retaining more than 90% of its senior management in the last 6 years and an average attrition of 18% for associates/interviewers as compared to 60-70% in the industry Azure is an ISO 27001 certified company with BS7799 IT Security Certification. In the year 2000.

5 AZURE CORE VALUES: Azure’s core values include: • • • • • Integrity Responsiveness Effective use of technology Transparency Process orientation and discipline .value through innovative use of technology and harnessing the highest potential of its people”. multi-lingual B2B Market Research Project executed successfully Expand MR capabilities to include Survey Programming. Data Processing. Setup various IT education institutes across the state of Gujarat. Europe and Australia. 3. India No-1 IT Training company in the State. Took 49% stake in Citizens Financial Mortgage.4 MILESTONE: Year/Perio d 1991 1996-2000 2000 2003 2004 2005 Key Events Started as an IT Training Company. adjudged by Ernst & Young and ACNielsen. First multi-country. Bags large IT solutions contracts Launched China office in Guangzhou. Launches IT solutions company: Success Craft 2008 Azure wins “Best Customer Responsiveness Practice” award instituted by Avaya Global Connect. Expanded multi-lingual capability to cover 12 international languages ISO 27001 certification. Conducted more than 30. Ranked among the top ITES companies by Dun & Bradstreet (D&B). Financial services expansion to UK. Azure bags financial services contract from one of the top 5 global financial companies .000 web and phone interviews Added 2 Fortune 500 companies as key clients with long term contracts. US 2006 2007 2008 3.000 students across 30 Azure IT institutes Set up a 500 seat Global Contact center to provide Market Research and Financial Services to Fortune 500 companies Added Mortgage Processing and Mortgage Origination Support services. Trained 60. Setup 100 seat facility in Philadelphia.

o 1500 seat infrastructure across Ahmedabad. o State-of-art technology setup including dedicated private data and voice links to US with technology solutions from Nortel. Fax and Face-to-Face Multi Geography 90 Countries across North America. Australia and Africa Multi Process Survey Programming. Print. cultures etc. Healthcare & Pharma. o Proven track record in providing Financial Services and Knowledge Services. BFSI. FMCG/Consumer Goods. Web. Retail & Manufacturing. o Training and workshops conducted by industry experts. Analytics. Others. Guangzhou and Philadelphia with 2100 people . o Serving 75 plus countries in 12 languages. Multi Lingual Over 15 languages are spoken Multi Medium Phone. Data Collection. Media.6 AZURE CAPABILITIES: Azure’s capabilities include: • Multi Respondent Age-groups. .7 AZURE ADVANTAGE: o 7 years of experience in providing KPO and BPO services. Asia. o Dedicated quality resources for each project and process. IBM. o Strong focus on processes and systems for efficiency and effectiveness in client delivery. • • • • • 3.3. E-Mail. o Current clients include three Fortune 500 clients and large financial services companies. o Comprehensive business contingency and disaster recovery model. Europe. Presentation Multi Industry IT & Telecom. Processing.

74 billion $. includes: o Knowledge Services: Azure is dedicated to supplying superior knowledge services solution to their of over 45 million phone lines in 5000 towns.Cellular and Broad Band) having net worth of 14. Azure facilitates its clients with four basic services. and Telugu. Tamil. Azure on its part will use its expertise and state of the art infrastructure and the best in its class CRM tools to atleast meet the BSNL requirements if not surpass them.32 billion $. As Gujarat is an important destination for Business and Tourism. all efforts are being made to see there are alteast 3 CSR’S fluent in languages like Marathi. English. The BSNL division will work on 24*365 and will be 150 strong offering services in 3 languages. Azure’s gamut of knowledge services include: • • Market Research Equity Research o Customer Care Services: Inbound Customer Care BSNL-Customer Care Services: Bharat Sanchar Nigam Limited (BSNL) the largest public sector undertaking and telecom service provider in India (Fixed . over 20 million cellular connections reverts back to Azure to outsource its Customer Care Services.3. infrastructure worth 22. the challenges of complex business processes and the opportunities presented by technology. The job of the Panasonic Team is to handle inbound call queries and also follow-up with information requested by the potential clients. Panasonic Tough books: Panasonic launched it’s premium product in the laptop vertical in India and the helpdesk number lands at Azure. Azure's success is highly leveraged on the capabilities of their team and each member of the team is chosen carefully to be able to assist in delivering results. Hindi and Gujarati. . ‘From Strategy to Solution’ encompasses Azure’s approach to developing long term relationships with their customers and understanding the needs of people.8 SERVICES: Basically.

Telecom. loan origination. The focus is on building solutions that enable and empower customer service. consultancy and solutions to the KPO.o Financial Services: Azure is a leading provider of financial services like mortgage processing. Azure offers IT enabled services for: • • • • • Telecom and IP Enterprise Solutions Market Research Financial Services Web/Application Development . Azure has the necessary knowledge on the working of the financial services industry. Azure is committed to delivering all the financial services you need in one place. It brings to the table in-depth understanding of the respective domains and invaluable years of software development experience. finance & accounting & collections. Azure’s array of financial services includes: • • • • Mortgage Processing Loan Origination Finance & Accounting Collections o IT Services: AZURE is backed by experience in various verticals. with the personalized attention you deserve. domains. Azure’s clients get the advantage of seamless integration of cutting-edge technology and a highly trained human capital. work flow automation and marketing processes. BFSI and Internet industry. technology practices and SDLC methodologies. AZURE has been providing all round support. by leveraging telecom and internet.

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