HCL created shared services across 7 locations for a global Pharma client to standardize processes and drive transformation. This involved creating a unified process without compromising language needs or legal procedures. HCL transformed processes through an integrated global delivery model and de-skilled language requirements with a translation tool. The solution resulted in cost savings, improved compliance, and high customer satisfaction ratings.

3. HCL creates ‘shared services’ across 7
locations for a global Pharma client, to bring
about process standardization and
transformation
BACKGROUND
 A global pharmaceutical giant turned to HCL as it was discontented with its
disintegrated finance & accounting processes with varied applications and
procedures spread across several European countries. It required a unified process
without compromising the native language necessity and diverse VAT/legal
procedures
 HCL brought about complete process transformation by drawing from its integrated
global delivery capability to offer an integrated delivery model. HCL also de-scaled
the language skill requirement and developed a language translator tool for easy
business language translation to be used by specific domain analysts
CHALLENGES / OBJECTIVES
SNAPSHOT
 Disintegrated multi-lingual finance & accounting processes spread across
European operations with different applications and procedures  Horizontal: Business Services
 Invoice processing in native languages  Industry served: Pharmaceutical
 Complex and diverse VAT procedures for various European countries  Service Areas: Finance & Accounting
 Compliance to SOX procedures and audit Outsourcing
 Deep need for process standardization and consolidation  Tools & Technologies: Client in-house
Document Management Tool, Business
Process Management Tool and Popular
ERP

4. THE SOLUTION CUSTOMER TESTIMONIALS
 Provided support to create a client shared business service center with “It's great working with you. Please extend a big
process harmonization and standardization across 7 geographic locations thank you to all HCL employees providing services
 De-skilled process and language requirements; successfully implemented to the project. It's a great achievement and we are
the client’s in-house tools, and deployed language specific domain analysts looking forward to working with you to make the
project a great success story. ”
 Developed a language translator tool for easy business language translation – Director
 Enabled process transformation - from manual to workflow based
automation “It’s a great professional and human opportunity to
 Developed 2 Lean/Six Sigma Green Belt Projects and ‘Partnership Projects’ work with HCL! Thank you for all your support.”
- Italy Process Steward
for legal entity integration, exception management, process improvement,
and tool implementation for new entities ”We had a Regional SOX Audit for invoices with
 Seamless transition of domain specific processes by drawing from our global sample taking for every country (except NL) and we
delivery capability to offer our client an integrated (nearshore-offshore) had no finding - 100% clean. So congratulations to
delivery model the local and offshore teams! Well done! ”
- EMEA PtP Lead
RESULTS / BENEFITS
 Seamless and successful transition of P2P invoice processing across 7 European locations
 100% SOX audit compliance
 Multilingual service delivery supporting German, Spanish, Italian and French languages, apart from English
 Exemplified Quality Standards delivering 99.9% accuracy in processing, thus exceeding service levels
 20% productivity efficiency passed on after the first year of operations
 Robust governance framework ensuring a risk mitigated approach
 Excellent C-SAT ratings - 7/7 for overall satisfaction and other parameters
 HCL has emerged as a trusted, strategic partner

5. HCL brings transformation across premedia
services and operations to a large US based
magazine publisher
BACKGROUND
 A large US based leading specialty magazine publisher required managed media
operations to be provided to over 70 publications in the space of magazines and
specialized trade directories. The client was also looking to adopt the Variable Pricing
methodology for significant cost benefits
 It chose HCL to provide transformational Media Operations through strategic sourcing
based on our exclusive integrated workflows that deliver content via several
publication formats (offline & online) such as print media, websites, applications and
social media. HCL’s Variable Cost model and integrated global delivery capability was
an added advantage.
CHALLENGES / OBJECTIVES SNAPSHOT
 Seamless management of media operations and premedia services for  Horizontal: Business Services
over 70 publications (Magazines, Directories and Websites)
 Industry served: Media & Publishing
 Technology transformation for workflow and editorial content management
applications  Service Areas: Media Operations &
Premedia Services (Outsourcing)
 Leveraging the Variable Cost Model
 Quality Management (Stringent SLA Regime)  Technologies: HCL developed Integration
Platform

6. THE SOLUTION
 End-to-end service offerings from magazine design to production, along with superior fulfillment, copy
centers, web production, managing content from printed collateral and managing content towards event
and specialized tradeshows
 Seamless technology integration of Page Planning systems with Editorial Management along with
Content Management, Print Workflows and Systems
 Logistical management of printers across the globe towards content production for Print and Digital
Media streams
 The innovative Hub-Spoke model drew from our integrated global delivery capability to provide the right
mix of primary and secondary delivery centers
 Stringent quality management, solid governance framework, and automated processes ensured accurate
reporting of metrics
 HCL demonstrated its employee rebadging skills with a focus on long term retention of key resources
 A blended service mix - nearly 40% onshore and 60% offshore for the first year followed by a gradual
change - 30% onshore and 70% offshore
RESULTS / BENEFITS
 Variable pricing with an overall cost savings of 40%, and an additional 10% through HCL’s Best Practices and
Workflow Integration
 India’s First Technology Integration - Integrated workflows in the production of content and the creation and
production of all publications: print media, websites, applications and social media
 Parallel publishing through leading industry specific Digital Publishing Tools in the space of Proofing and Page
Planning Systems
 Magazine production management from 3 different regions – the Americas, EMEA and ANZ
 Automation of process metrics and reporting

7. HCL delivers Operational Excellence and cost
savings of USD 10Mn by applying production and
psychological theories to back office processes
BACKGROUND
 A multinational innovative manufacturer of auto components, medical
supplies, adhesives, abrasives and other products, required quicker order entry
processes and wanted the Turn Around Time [TAT] to be significantly lowered. The
client was also looking for exceptional operational excellence and quality, and was
keen to apply Best Practices to its order management process
 It turned to HCL to leverage its 24x7 operations to ensure quick order entry and to
achieve 99% quality assurance. It was also focused on implementing HCL’s quality
initiatives that would result in measurable financial improvements
CHALLENGES / OBJECTIVES SNAPSHOT
 Reduce process cycle time by implementing Best Practices and cutting-
edge technologies
 Horizontal: Business Services
 Reduce Turn Around Time (TAT)  Industry served: Manufacturing
 Ensure 99% expected quality in order entry  Service Areas: Order Management &
Shipment Tracking

8. THE SOLUTION CUSTOMER TESTIMONIAL
“Congratulations on the successful completion of this
 Key theories in psychology (Hawthorne effect and Cognitive Dissonance very important and significant project. I sincerely
Theory) and production (Toyota Production System) were applied to appreciate the team's efforts in delivering the
back office processes, aligning good people with best practices improvements in Quality while also drastically
 Value added services in the form of ‘least cost’ routing in the logistics improving Turn Around Time. The insights provided by
model, thereby achieving faster delivery the project are extremely valuable (perhaps even more
 Synchronized low cost solution to handle the entire SLA metrics and so than the actual dollar value benefits). In fact, I have
provide ‘on-time every time’ visibility of order status challenged my team to look for opportunities to
replicate your approach and outcomes with the
 Centralized data access along with dashboard reporting and analysis
organization here in the US.”
capabilities to help managers assess process performance metrics - Business Process Manager
 Implemented low cost automation rather than an ERP system, which
yielded significant savings in the form of license cost, time to This relationship won the prestigious QCI-DL Shah
market, and scalability National Award on Economics of Quality from The
 Leveraged key performance indicators and dashboards, and integrated Quality Council of India (QCI) and the DL Shah Trust.
quality control The Award recognizes successful projects of an
organization that have linked quality initiatives to real
term financial gains and competitiveness.
RESULTS / BENEFITS
 Cost savings of $10 million per year
 Total outsourcing cost < $1 million per year
 Turn Around Time (TAT) brought down from 15 hours to 3.40 hours
 99.5 % quality assurance on defective orders
• SOX compliance
 ‘Very Satisfied’ C-SAT score; Customer’s team looking at opportunities to replicate this approach and outcome
 Operational excellence and employee satisfaction in line with HCL’s Employees First (EF) value system

9. HCL improves operational flexibility and reduces
cost by over 50% in Order Management for a
global supplier of office products
BACKGROUND
 Our client - a global supplier of office products and services, required support for
Fax Order Management and was particularly keen on reducing the escalating
costs of Order Management. Another key requisite was that the Perfect Order
Rate be maintained at over 99% at all times
 It chose HCL as its outsourcing partner to leverage the strong expertise and skills
in Fax Order Processing that HCL offers, which could significantly benefit overall
operational efficiency and flexibility
CHALLENGES / OBJECTIVES SNAPSHOT
 Perfect Order Rate to be kept at over 99% at all times
 Smooth communications to be ensured between end  Horizontal: Business Services
customers, suppliers / vendors, carriers / forwarders
 Industry served: Retail & CPG
 Reducing the escalating Order Management cost
 Service Areas: Order Management

10. THE SOLUTION CUSTOMER TESTIMONIAL
The solution comprised several processes, which were streamlined for optimal “I am especially proud of the relationship
effect: the organization has with HCL since I am
 Processing fax orders received from customers and ensuring the systematic the one who made the first decision to work
follow-up of incomplete orders with you. (I would not admit it if the results
 Options for credit card information from customers / banks to process online were not so great). I appreciate all you do
orders for us and have all the confidence in the
 Resolving customer queries through email and chat world that we will continue to have a long
 Tracking open POs and expediting vendors for scheduled deliveries and prosperous relationship. Thanks again
 Monitoring scheduled product deliveries to end customers for your time, efforts, and results.”
 Providing Business Review and Usage reports to national account - V.P. Customer Service, Business Solutions
managers for a holistic view of operations Division
RESULTS / BENEFITS
 Fax Order Accuracy Rate increased from 95% to >99% at all times
 75% of Virtual Warehouse vendor issues were resolved within 0 – 1 day
 Improved operational flexibility with more than 1 million orders processed every year
 Reduced order management costs by 50%
 Achieved 99% on-time delivery through real time route management

11. HCL leverages its integrated business
management solutions to deliver cost savings of
USD 5 million per year for a global retailer
BACKGROUND
 Our client - an established chain of mid-to-high range stores in the Retail industry, was
particularly looking for support in Customer Service Voice & Early Stage Collections
for proprietary Cards, along with email and back office support for Customer Service &
Billing Adjustments. It further required measurable quality improvements and rapid
scale-up during the holiday season, combined with the cost arbitrage advantage
 HCL was chosen to specifically handle the Fortune 500 retailer's credit card account
servicing and collections and HCL deployed close to 600 resources to exclusively
manage the process, and provided effective Real Time Queue Management. HCL’s
continued efforts to strengthen the relationship yielded several positive results
including exemplary cost efficiencies
CHALLENGES / OBJECTIVES
SNAPSHOT
 Customer Service Voice & Early Stage Collections for proprietary cards
 Email and back office support for Customer Service & Billing Adjustments  Horizontal: Business Services
 Increase debt collection
 Reduce operational expenses, and scale to global operations faster  Industry served: Retail & CPG
 Deliver measurable quality improvements and operational efficiency  Service Areas: Credit Card Account
 Enhance customer satisfaction Servicing and Collections
 Rapid scale-up during the holiday season

12. THE SOLUTION
 We deployed close to 600 resources to manage the collections and credit card accounting processes
 Provided a separate customer helpdesk to give customers timely and accurate information on credit
card products and billing enquiries
 Developed an in-house escalation handling mechanism and developed capabilities to handle
advanced queries
 Generated canned responses based on the queries, which are being used onshore and offshore
 Cross skilling of email and billing adjustment advisors to cater to peak volumes
 Adopted the Integrated Business Management System (IBMS) quality model for operational
efficiency and for increasing debt collections
RESULTS / BENEFITS
 Cost savings for the client of USD 5 million per year
 Handling 6 million (inbound/outbound) credit card customer service calls, and over 6 million credit card management transactions
per annum
 Real Time Queue Management support catering to volume spikes & fluctuations, break management, forecasting, staffing &
scheduling, capacity planning and headcount management
 Collection amount of over USD 200 million per year
 98% quality accuracy and steep ramp-up by 40% during the holiday season
 96% collections achieved during the bucket 1 period of 30 days
 Customer satisfaction scores improved from 77% to 82% through sustained initiatives; consistently maintained in the Top Two
Boxes (TTB) of Satisfied and Very Satisfied
 The Net Process To Pay (PTP) percentage is the highest across all centers handling collections (4 self managed centers and the
fifth being managed by HCL)
 Cost per call in Customer Satisfaction was reduced by 25% through sustained improvement efforts
 Per email cost reduction of 25% delivered through sustained efficiency enhancement initiatives

13. Hello, I’m from HCL! We work behind the scenes, helping our customers to shift paradigms and start revolutions. We use digital engineering to
build superhuman capabilities. We make sure that the rate of progress far exceeds the price. And right now, 80,000 of us bright sparks are busy
developing solutions for 500 customers in 31 countries across the world.
How can I help you?
www.hcltech.com