Marketing Management

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LONDON SCHOOL OF COMMERCE

COLOMBO CAMPUS SRI LANKA

MBA FOR EXECUTIVES

MODULE ASSIGNMENT: Marketing Management

Student Name Beadle Navaraj Student Registration No. 0016NLENLE0814 Module Lecturer Dr. Lester Massingham Module Tutor Ms. Nilusha Gallage Date Submitted 2nd October 2014 Total Word Count 5200 words

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Executive Summary

The purpose of this report is to propose a new marketing strategy for WNS and increase the business growth

and sustainability in the BPM market.WNS is currently a sales oriented company where focuses on selling its

products to clients in the market. This report will bring to light the current issues and challenges with the

current marketing strategy and highlight the need for a change from Sales orientation to market orientation.

The report critically analyse the current market definition and suggest a new definition that suits the

customers who are targeted in the proposed segmentation. The research also highlights the need for

repositioning the company through market differentiation and come out with a strong positioning statement to

pass the message to its customers and competitors in the market.

A careful study was carried out to evaluate the change of marketing strategy using „Marketing Orientation

Model‟. The market definition was assessed through „Seven Os‟ model and helped to create a new definition

for the customers. A comprehensive analysis on business growth and financial and non financial benefits

while use of „Ansoff‟s Growth Model‟. The Market differentiation was analyzed through „Porter‟s

Competitive Advantage Model‟ and recommended a product differentiation approach to leverage on the

existing cost advantage. Also other important areas such as Segmentation, Targeting, and Positioning,

Marketing mix, Digital marketing and Customer experience are critically evaluated with the help of resource

materials from the web, marketing books, course manual and articles.

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TABLE OF CONTENTS

1. Introduction: ............................................................................................................................................ 06

1.1 Company overview ............................................................................................................................... 06

2. Business Philosophy ................................................................................................................................ 07

2.1 Concept of Orientation .......................................................................................................................... 07

2.2 Evolution ofMarketing .......................................................................................................................... 07

2.3 Company‟s Current Orientation ............................................................................................................ 08

2.4 Drivers for Change of Orientation ........................................................................................................ 08

2.5 Proposed New Orientation .................................................................................................................... 09

2.6 Potential Business Value ....................................................................................................................... 09

2.7 Sustainable Business Future .................................................................................................................. 11

3. Business Growth ...................................................................................................................................... 12

3.1 Market Definition .................................................................................................................................. 12

3.2 Current Market ...................................................................................................................................... 13

3.3 Proposed New Market Definition ......................................................................................................... 15

3.4 New Business Horizons ........................................................................................................................ 16

4. Marketing Strategy .................................................................................................................................. 18

4.1 Realities of STP .................................................................................................................................... 20

4.2 Integrated Strategy ................................................................................................................................ 20

4.3 Market Differenciation .......................................................................................................................... 23

5. Customer Experience............................................................................................................................... 28

5.1 Value Creation ...................................................................................................................................... 32

5.2 Enchance Existing Customer Experience through Marketing Tools .................................................... 33

5.3 Total Customer Experience ................................................................................................................... 34

6. Conclusion .................................................................................................................................................. 35

7. References ................................................................................................................................................... 36

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List of Tables

Table No. Title Page No.

Table 1 – Projected Revenue Composition 10

Table 2 – Non Financial Benefits 11

Table 3 - Current customer segmentation of WNS 21

Table 4 – WNS Existing Customer Experience 33

List of Figures

Figure 1 – Marketing Orientation Grid 07

Figure 2 - Market Definition Conceptual Diagram 12

Figure 3 – WNS Offerings and Business Solutions 14

Figure 4 – WNS Global Footprint 14

Figure 5 – Seven Os 15

Figure 6 – Ansoff Growth Matrix 17

Figure 7 – Market Segmentation, Targeting and Positioning Model 18

Figure 8 - Magic Quadrant for Finance and Accounting BPO 22

Figure 9 – Porter‟s Competitive Advantage Model 24

Figure 10 - Offshore first scenario 26

Figure 11 - Transform first scenario 26

Figure 12 - Business Process Globalization waves 27

Figure 13 – WNS Outsourcing Methodology 28

Figure 14 – WNS BPR Methodology 29

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Figure 15 – Marketing Mix 7 Ps 30

Figure 16 – Digital Marketing 31

Figure 17 – Digital Marketing Touch points 32

List of Abbreviations

BPM – Business Process Management

BPO – Business Process Management (currently referred as BPM)

F&A – Finance and Accounting

BPR – Business Process Re-engineering

COE – Center of Excellence

RFP – Request for Proposal

RFI – Request for Information

FTE – Full Time Employees

ERP – Enterprise Resource Planning

OCR – Optical Character Reader

HR – Human Resources

IT – Information Technology

CEO – Chief Executive Officer

CFO – Chief Financial Officer

COO – Chief Operating Officer

CIO – Chief Information Officer

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1.0 INTRODUCTION:

The purpose of this management report is to develop a marketing strategy for the company, using relevant

marketing concepts, frameworks and models to move forward as a market oriented company within next two

years. In this report the formulation is aimed at grouping and segmenting the clients and thereby targets those

specific segments with matching bundle of services and position as the market leader through its

differentiation and customer experience.

1.1 Company Overview

WNS Global Services is a leading global Business Process Management (BPM) company which is listed in

New York Stock Exchange (NYSE: WNS). WNS offers business solution to 200+ clients across globe and

mostly are from Fortune 500 and FTSE 100 companies. WNS helps large organizations to run its operations

more efficiently and effectively through outsourcing, transforming and create Centre of Excellence (CoE) to

deliver a wide range of business process management services such as research and analytics, customer care,

technology solutions, finance and accounting, human resource solutions and industry-specific front-office

and back-office processes. It mergers operational excellence with subject matter expertise in key industry

verticals, including Insurance, Banking and Financial Services, Healthcare, Media and Entertainment,

Manufacturing, Consulting and Professional Services, Telecom and Diversified Businesses, Retail &

Consumer Packaged Goods, Travel and Leisure and Utilities, Shipping and Logistics,.

WNS has over 27,000 plus professionals in 36 delivery centers across the globe, including UK, US, Australia,

Philippines, India, China, Poland, Costa Rica, Romania, Sri Lanka and South Africa.

The senior management team of WNS based out of Mumbai identified Sri Lanka as a potential delivery

location in the year 2004 and opened its first international location outside India. Currently WNS Sri Lanka is

servicing 11 international and domestic clients across globe with the talent pool of 750+ technically skilled

people from domain areas like Finance and Accounting, Legal Services, Customer Services and Company

incorporation and secretarial work.

Source: www.wns.com

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2.0 BUSINESS PHILOSHOPHY

2.1 Concept of Orientation

The concept of marketing has evolved over a period and in the current context "the customer is king". The

orientation is a strategic decision for a company and it determines the sustainability in the future.

2.2 Evolution of Marketing

Figure 1 – Marketing Orientation Grid

Production Orientation

Reduction of cost through mass production and "economies of scale" generated will reduce the cost and

increase the profits.

Product Orientation

Build a superior product with functional options and high quality. The product to be made considering

consumer needs wants and expectations.

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Sales Orientation

Make the product and sell it to the target market. This requires proper market research prior to product

development; otherwise it will not meet the customer needs.

Market Orientation

The company sees the customer as the king; all activities in the company are around the customer needs and

wants. A market orientated company will prioritize to understand customer needs and wants, before

implementing marketing strategy based on the market research.

Source: http://www.learnmarketing.net/orientations.htm

2.3 Company’s current orientation

The company is currently sales oriented and gives more focus in selling their services to the target clients. The

product is mainly made based on company‟s capability and capacity to cater the clients. Currently the client

provide their requirement through a document called Requirement for Proposal (RFP) and the company

provides the information by matching its products in a document called Request for Information (RFI). The

client will short list the service provider based on the response in RFI and finalise the solution which is most

beneficial to the client in terms of financials and business value.

2.4 Drivers for change of orientation

Though company is designing the solution based on clients‟ requirement, the solution is limited to company‟s

internal resources such as people, technology and tools. There is a need to bring change to this approach to

compete in the market otherwise the company will not have any differentiators to create business value to the

clients.

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2.5 Proposed new orientation

It is recommended to move the company towards market orientation where more focus required in the market

research in order to understand the market trends, new technology and best practices to delight the client and

for business sustainability.

2.6 Potential Business Value

There is a range of business value in adopting marketing orientation which brings Financial and non financials

benefits to the company.

Financial Benefits:

It is anticipated that the demand for the service will increase in the market when it meets customer needs and

wants. The satisfied customers will buy more services from the company and will attract new customers

through its success and word of mouth. Hence the projected revenue will increase and will contribute to the

profitability of the company.

The below example explains when a customer outsource 155 FTEs (Full time employees), they could save

around Rs. 415 million. Meantime, if you are a market oriented company, the customer needs and wants

would have clearly sets out during the initial study and created efficiency to the customer by providing

upfront business solution. It increases the benefit to the customer by another Rs.144.7 million

(104.6m+40.1m).

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Source of Revenue Method of calculation Value USD

Million

Value LKR

Million

Cost Arbitrage arising

from 155 FTE

offshoring

Based upon the delta between the

billing rates charged by WNS and

the actual average wage rates paid

to client staff

3.2

415.0

15% Upfront efficiency

gain of 23 FTE reduction

based upon the average wage rate

paid to client staff

0.8

104.6

10% year end FTE

Reduction of 15 FTE based upon the cost arbitrage rate

0.3

40.1

Total

4.3

559.7

Table 1 – Projected Revenue Composition

Non Financial Benefits

There are number of non financial benefits that you could offer to the customer and few are listed below.

Increase operational excellence – through best practice sharing and bench mark customers‟ processes

to world class industry standards

Increase efficiency – reduce turnaround time and increase accuracy through process automation

Enhanced controls – through segregation duties in maker and checker, reconciliations, audits

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The below is an example of non financial benefits provided to one of the customer by the company.

Table 2 – Non Financial Benefits

2.7 Sustainable Business Future

The customers buy services through commercial agreements which range from 3 – 8 years of contracts. It is

inevitable that WNS provide services to the expectation of the customer and provide a positive customer

experience in order to renew the contracts with the customer. Therefore it is very important for WNS to be a

market oriented company and understand customer needs and wants prior to providing business solutions to

its customers.

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3.0 BUSINESS GROWTH

3.1 Market Definition

The term „Market‟ refers to the group of individuals or institutions that are interested, ability to buy and is

allowed by law to acquire the product or service. The market begins with the total population and narrow

downs to smaller population as shown in the following diagram.

Figure 2 - Market Definition Conceptual Diagram

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There are various terms used to define the market as described below.

Total population – everyone as described in the Market definition above

Potential market – interested customers to buy the product or service

Available market – Ability to buy the product or service

Qualified available market - legally permitted to buy the product

Target market – company that has decided to serve from qualified market

Penetrated market – the people who have purchased the product or service

Business Growth through Markets

The business growth is based on the market size and the size of the market is not fixed. The size of the

available market for a product or service can be manipulated by the product's price, changes in law.

Source: http://www.netmba.com/marketing/market/definition/

3.2 Current Market

WNS‟s customers and consumers are large organizations and institutions across the globe. Currently it is

offering services to 200+ global clients from Fortune 500 and FTSE 100 companies. WNS provides front,

middle and back end business management services across multiple industries as shown in the below diagram.

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Figure 3 – WNS Offerings and Business Solutions

WNS global foot print with 27,000 plus professionals based out of 36 delivery centers.

Figure 4 – WNS Global Footprint

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3.3 Proposed New Market Definition

Consumer behavior is complex, but to understand it the following dimensions of such behavior can be

addressed to good effect.

SEVEN Os

Figure 5 – Seven Os

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It is suggested that the following key questions need to be answered:

Who constitutes the market? Occupants - Large multinational companies

What does the market buy? Objects - Business solutions and Management Services

When does the market buy? Occasions - Throughout the year

Who participates in the buying? Organizations - CEOs, CFOs and COOs from Large companies

Why does the market buy? Objectives - Cost arbitrage and value addition to business

How does the market buy? Operations - Through Commercial Agreements

Where does the market buy? Outlets - Through Global Sales offices

Source: Page 129 of course manual by Dr. Lester Massingham

The new market definition will be, „The global large organizations who want to run their business effectively

and efficiently‟.

3.4 New Business Horizons

Ansoff‟s growth matrix suggests four alternative marketing strategies.

Market penetration – Increase market share within existing customers. This is through selling more

products or services to existing customers or by finding new customers within existing market.

Product development – Develop new product or service for existing market. The customer needs are

captured to satisfy the customers and differentiate from competitors.

Market development – Find new market for existing products and services. Market research and

segmentation will help to identify new customers.

Diversification – Move new products and services into new markets. It is a risky strategy.

Source:http://businesscasestudies.co.uk/portakabin/achieving-growth-through-product-development/ansoffs

-matrix.html#ixzz3EjWlBPay

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Figure 6 – Ansoff Growth Matrix

There is a high potential for WNS to develop Business Process re-engineering as a line of service to the

customers. Currently customers are looking for a vendor to outsource their operations to achieve only cost

arbitrage. It is recommended to first focus on product development to match the expectations of the customers

and then move to market development.

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4.0 MARKETING STRATEGY

Figure 7 – Market Segmentation, Targeting and Positioning Model

Market Segmentation is a process of dividing a market into separate groups of buyers who have different

needs, wants, characteristics or behaviors,

Business Markets are segmented as below.

Personal characteristics

Demographics

Operating variables

Situational factors

Purchasing approaches

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Market Targeting – This is an evaluation of each segments and selecting one or more segments to focus.

Selecting Target Market Segments

Undifferentiated/Mass Marketing - target the whole market with one product

Differentiated/Segmented Marketing - target several market segments and offer separate

products

Concentrated/Niche Marketing – target a large share in a selected segment or niche‟s

Micro & Local/Individual Marketing - develop products to the needs and wants of local

customers and individuals

Local Marketing –higher marketing cost, technology and may dilute brand image

Individual Marketing – custom made products, and one on one marketing with the help of

technology

Choosing A Market Coverage Strategy

Limited Resources? - Concentrated

Uniform Products? (steel, grapes) - Mass/Undifferentiated,

Many Products? - Differentiated

Competitor Uses Segmentation? - Cannot use Undifferentiated

Buyers have same tastes? - Undifferentiated

New Product? - Undifferentiated or Concentrated

Differentiation and Positioning

Positioning - A product is positioned based on the attributes that captures consumers‟ mind comparing to the

competing products through perceptions and impressions.

Step 1 – Identify differentiating competitive advantages to build a position

Step 2 – Identify and choose the right competitive advantages

Step 3 – Select a positioning strategy

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Develop a Positioning Statement - This position must be communicated & delivered & monitored &

adapted over time to meet consumer needs.

Source: Armstrong G., Adam S., Denize, S. and Kotler P.(2012) Principles of Marketing, 5th Edition,

Sydney, Pearson/Prentice Hall., pp. 184-208.

4.1 Realities of STP

Current WNS customer base is 200+ global large organizations from various industries. All customers are

under renewable commercial agreements for a period of 3 – 8 years contract. The Business process

re-engineering (BPR) is one of the products to focus in the market to create differentiation and value

proposition for customers to attract and retain from other competitors.

4.2 Integrated Strategy

Customer segmentation and profiles of WNS:

Current WNS operating model is structured to cater eight different verticals of business by industry and

provide seven cross functional services from front office to back office. Also have customers across the globe

and servicing in English and other main languages.

Table 3 - Current customer segmentation of WNS

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Proposed Target Market:

It is recommended to target both Finance and Accounting and Technology Solutions out of the seven cross

functional offerings. In the globalised world, currently large multinational companies are moving towards a

centralized operating model for Finance and Accounting to have more controls over the financial numbers

and to create visibility to overall bigger picture of the company to drive excellence in performance and

achieve company vision and mission and objectives in the short and long term. Hence customers are looking

for vendors who can create shared services to standardize their processes across all business units around the

global offices. This will help the customers to run the Finance operations effectively and efficiently through

„Center of Excellence‟ (CoE) operating model. The technology plays a major role in facilitating the

excellence in the proposed operating model. The customers will require tools and technology to automate

their processes through Business process re-engineering (BPR). Hence Technology solutions also should go

hand-in-hand with Finance and Accounting service offering. Our target market should be all eight industries

across English speaking countries where we have available skill set and competencies to match the demand in

the market. Also we will target the Chief Financial Officers and Chief Information Officers who are the main

decision makers in the outsourcing business as they are the representatives of the customers and consumers of

the service provided by WNS. This is a strategic move to target the focused group and the success of this

offering will open up for new businesses within the same customer where customers will be willing to

outsource operations from balance five cross functional areas offered by WNS.

Competitive Positioning:

WNS is currently positioned as one of the leader in Finance and Accounting outsourcing world by Gartner

group (leading independent consulting company for BPM industry)

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Figure 8 - Magic Quadrant for Finance and Accounting BPO

Source: Gartner's "Magic Quadrant for Finance and Accounting BPO”, released May 28, 2014.

Though WNS is currently in the „Leaders‟ quadrant, but there are competitors who are ahead of WNS in the

F&A world. There are big four players in the BPM industry such as Accenture, IBM, Genpact and Capgemini

who have positioned well in the market by product differentiation, technology and tools. But their services are

given at a premium price compared to WNS‟s price. Hence it is recommended to focus on BPR to create

product differentiation where WNS can re-engineer customer‟s process before transitioning to offshore in

order to give productivity to customers upfront. This approach will attract customers to gain benefit sooner

compared to realize the benefit post transitioning which will take more time and effort to implement the

change. Also continue to have the cost advantage by selecting low cost locations such Sri Lanka where we

could capitalize the cost arbitrage with uncompromised skill set and quality of delivery.

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Positioning Statement:

The statement should highlight our passion for innovation which will bring value addition to customer

processes and enable our customers to outperform.

“The passion for Innovation, transform to Outperform”

4.3 Market Differentiation

Market differentiation is about achieving a sustainable competitive advantage over the other competing

products and services in the market.

Porter suggested below four business strategies that could be adopted to gain competitive advantage.

Figure 9 – Porter‟s Competitive Advantage Model

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Cost leadership – The focus is to become the lowest-cost provider in the market.

Cost focus - A lower-cost advantage in just one or a small number of market segments.

Differentiation focus - Differentiate within just one or a small number of market segments.

Differentiation leadership – Aims to achieve competitive advantage across the whole market.

The need for value addition beyond cost arbitrage in Offshoring

Outsourcing is becoming a strategy for finance restructuring in large organizations. According to Rick Sturge,

CIMA‟s director of employer and strategic development “technology is enabling accounting processes to be

undertaken remotely from the business whilst driving the need for consistent skill across the globe”. In

offshoring the retained function focuses on driving the business and creating shareholder value, whilst the

outsourcer is increasingly tasked to provide more value creation. (CIMA, 2007)

Sri Lanka has the world‟s largest pool of UK qualified English speaking accounting professionals outside the

UK, mainly through CIMA. (Abeywickrama, 2011)

The case for transforming prior to Offshoring

Companies can drive down finance process costs through discrete globalization and strategic transformation

initiatives, as well as through continuous process improvements.

In Scenario 1, the company undertakes a “lift and shift” (offshore prior to transformation) globalization

initiative. Due to low up-front investment, the benefits can start accruing almost immediately.

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Figure 10 - Offshore first scenario

In Scenario 2, the company undertakes a large strategic transformation initiative up front, (transform prior to

offshore) substantially reducing the finance cost through automation, centralization & BPR before moving the

remaining work offshore.

Figure 11 - Transform first scenario

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Companies must consider how transformation/globalization decisions impact the risk and reward profile of

existing finance processes. Most of the companies follow a blended approach, strategically transform some

processes first, while offshoring and then re-engineer others later.

Figure 12 - Business Process Globalization waves

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Technological tools enabling process transformation

Due to the increasing role of IT in the modern Chief Financial Officers expectations most large organizations

have invested millions in their ERP (enterprise resource planning) systems during the last 2 decades.. While

ERP is very effective to implement controls and integration the issue lies with the fact that the ERPs don‟t

deal with getting paper into the system, resulting in the need for a range of PETS (process enabling

technological solutions) such as scanning, optical character recognition (OCR) and e-invoicing tools.

(Sandra Higgison, 2011)

In a conventional model, companies first do a Due Diligence process to understand customer‟s process,

transition to offshore without making any changes to the „As Is‟ process and then look at the process

improvements post stabilization of operations after around one to two years. A four step transformation

framework was conceptualized by brining BPR before the transition step to create value and bring benefits

upfront to customers.

Figure 13 – WNS Outsourcing Methodology

Also the BPR is recommended to be implemented in phased approach without impacting the operations at one

go. The below model explains the stages that we could implement where first „Fix and Shift‟ to realize the

quick wins and focus on midterm and long term transformation in the customer processes transitioned to

offshore. This is a new concept and will differentiate the service and create sustainable advantage over other

leading providers in the market.

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Figure 14 – WNS BPR Methodology

5.0 CUSTOMER EXPERIENCE

The Marketing Mix

Simply put the Marketing Mix is a tool used to help determine a product or brands offering. The 4 P‟s have

been associated with the Marketing Mix since their creation by E. Jerome McCarthy in 1960.

The Marketing Mix 4 P’s:

Product - The Product should match the target consumer needs, wants and expectations

Place – The product should be available and easy access to the target consumers

Price – The Product should have value for money.

Promotion – The Promotion should be informative or appealing to consumers‟ emotions.

The extended Marketing Mix which added 3 new elements to the 4 P‟s Principle in 1981 by Booms & Bitner.

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The extended 7 P’s:

People – Have right people to sell and provide service offering.

Processes –The delivery of the service to the target consumers

Physical Evidence – There is some physical elements in all services though the consumer is paying

for intangibles.

Figure 15 – Marketing Mix 7 Ps

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Digital Marketing:

Digital marketing is the promotion of products or services through one or more forms of electronic media. It

enables organizations to use different channels and methods to analyze marketing campaigns and understand

the success rate in real time.

Figure 16 – Digital Marketing

Importance of Digital Marketing - Digital media is freely available to consumers to access information any

time and any place and reach is very wide and deep to their minds and perceptions. This enable organizations

to promote more conveniently compared to the traditional marketing channels.

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Customer Experience:

Customer experience is the perception of the customer (both conscious and subconscious) on the product or

brand and the relationship through all interactions (touch points) with the product or brand during the lifecycle

of the customer.

Figure 17 – Digital Marketing Touch points

Importance of customer experience management:

There is a significant value to the business in managing the customer experience more effectively. Good

customer experience management can bring the below benefits to the company:

Product or brand preference is more strengthen through value creation and differentiated experiences.

Increased revenue with more sales from existing customers and new customers

Customer loyalty through personal attention and memorable service in every customer interactions.

Reduction of customer churn and therefore lower cost in retaining and attracting customers

Source: http://www.sas.com/en_us/insights/marketing/customer-experience-management.html

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5.1 Value Creation

The existing customer experience in terms of the product and services provided by WNS are shown in the

table below.

Table 4 – WNS Existing Customer Experience

Design – Currently the BPR product is not fully evolved within WNS. It requires more market research and

differentiation from rest of the similar offering from its competitors in the market.

Technology – The automation is still lacking to handle big data and customer is experiencing many issues in

UAT testing and deployment. The quality of the back end codes in programming to be improved to avoid

knock-on effect scenario.

Value – The continuous improvements are not attractive as initial streamlining and struggling to improve

further and lacking in driving significant changes in matured processes.

Pre-Sales – Lack of F&A domain knowledge in the sales team which impacts the initial interaction with the

customer and misleading with offerings available with WNS. This leads to over selling or promising certain

offerings which WNS doesn‟t have the resource or capability to match internally.

Service delivery – Lack of BPR trained resources with prior experience in F&A re-engineering at mass level

implementation.

Customer Service – There are no dedicated point of contacts across functional areas such as HR, IT, Finance

and Risk. No continuation of people who interacted initially with the customer during sales to the end of

implementation. This leads to miscommunication and repetition of effort by the customer to explain the

expectation to various people.

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5.2 Enhance existing customer experience through Marketing Tools

Design – The design issue could be addressed through „Product‟ in marketing mix. The BPR product could be

developed by bringing in world class best practices from various industries and create a benchmark to elevate

customer processes by re-engineering. Also, product differentiation could be created and change of approach

from „lift and shift‟ to „fix and shift‟ to give sustainable advantage to the customer.

Technology – WNS requires investment in technology to create world class ERP systems to cater the

customer requirement and to create competitive advantage with its competitors in the market. Technology is

part of the product and to be addressed during the product development.

Value – Focus on continuous improvement and capability to be built to handle major improvements on a

on-going basis for customer retention.

Pre-Sales – Build capability of the sales team by having the right people with relevant domain knowledge and

educate the team on a continuous basis through e-learning and access to various web sites to research the

market trends and new tools. Also company website and other related analysis and blogs will help customer to

get correct information on the company capabilities.

Service Delivery – Hire right people with BPR knowledge from the market who had experience in BPR in

F&A with global implementation projects.

Customer Services – Customer service to be improved and provide point of contact with email addresses

where customer can keep in touch with the company throughout the journey. This will build good relationship

and provide personalized service which is demanded by the customers in this era. Also having customer

relationship managers will help customer to get speedy services and resolve all issues with the company.

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5.3 Total Customer Experience

It is expected that the improved BPR product will have a differentiated advantage from the competitors and

will satisfy the existing customers and attract new customers through word of mouth. Also it is anticipated

that the improved customer services will build good relationship with customers and create loyal customers

for a sustainable business in the BPO market.

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6.0 CONCLUSION

The rational of this report is to assess current conditions and formulate a new marketing strategy for WNS.

WNS is currently a sales oriented company where focuses on selling its products to institutional clients in the

market. The customer needs and wants are analysed during the RFP process but the purpose is to match the

existing product available as an offering rather taking as an input to develop new offerings to cater to

customer needs and wants.

One of the WNS value is „Client first‟ and it is a customer centric organization. Also the internal eco system is

developed to in cultivate the client first culture in people and customer feedbacks are directly linked to the key

performance indicators of the individuals.

The customers of the WNS are institutional organizations where buy services through commercial agreements

for a period of 3-8 years. The revenue is almost guaranteed for this period and business is sustainable provided

the customer experience is positive with the product and services of the company. The customer has the

option to exist from the contract anytime if the service level agreements are not met and this is legally

permissible as per the termination clause.

It is inevitable to have product differentiation and create competitive advantage to attract and retain customers

as the market place for BPM is very competitive with similar offerings. It is recommended to target Finance

and Accounting and Technology solutions from the segmentation across all industries in English speaking

countries. The BPR is the key product with „fix and shift‟ approach to create differentiation in the market to

provide positive customer experience to the existing customers and attract new customers from the market. It

is predicted that the change of marketing strategy to market orientation, will significantly contribute to the

growth of the company and sustainability through positive customer experience.

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7.0 References

1. http://www.wns.com

2. http://www.learnmarketing.net/orientations.htm

3. http://www.netmba.com/marketing/market/definition

4. Page 129 of course manual by Dr. Lester Massingham

5.http://businesscasestudies.co.uk/portakabin/achieving-growth-through-product-development/ansoffs-matri

x.html#ixzz3EjWlBPay

6. Armstrong G., Adam S., Denize, S. and Kotler P.(2012) Principles of Marketing, 5th Edition, Sydney,

Pearson/Prentice Hall., pp. 184-208.

7. Gartner's "Magic Quadrant for Finance and Accounting BPO”, released May 28, 2014.

8. http://www.sas.com/en_us/insights/marketing/customer-experience-management

9. Abeywickrama, B. Y. (2011, August). The BPO Edge. Retrieved August 2014, from

http://www.cimaglobal.com/:

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