August

Shift left and get right

In today’s rapidly evolving environment, customers are at the center of the business ecosystem. Millennial customers being tech savvy with high expectations are looking for fast and easy solutions and instant gratification. Customers looking for support for consumable goods don’t necessarily look to queue up to talk to customer support representatives, but choose quick self-help options. They are channel agnostic and often prefer that necessary information is made digitally available. And if their providers are unable to provide them with this omni-channel customer experience, they have limited tolerance and often prefer to switch to a competitor.

To overcome typical customer support and channel management issues, organizations have started to embrace “Shift left” principle that moves the issue resolution as close as possible to the front-line and the customer, at the lowest cost level.

Shift Left accelerates case resolutions and requests by enlightening the customer and agents with low cost, self-help options that lets them solve cases themselves and become brand champs. This setup cuts down calls to support saving revenue and turnaround time. Shift Left also allows agents to be critical and on top of their jobs by utilizing the latest Knowledge Bases, AI and Smart Support. The revenue gained can be pumped into customer experience initiatives which further augments the support mechanism by taking the customer through guided points of resolution.

Shift Left relates to IT Services Management (ITSM), and as a discipline minimizes business and productivity impact on the customer. Many enterprises consider this principle in terms of Service Modeling, for it offers various desirable benefits, for both short and long-term gains.
The Shift Left strategy is critical in showing a commitment to superior-grade customer service and experience while freeing up costlier project resources so that they can focus on executing more mission-critical projects in a timely manner.

Key Elements for Implementing the Shift Left Principle
(a) Knowledge Management: Implementing an effective Knowledge Management process calls for a shift in mindset, which must slowly get embedded in the DNA of the organization’s work culture. This would provide a framework for creating a repository of best practices of customer service in a knowledge-intensive environment.

A Knowledge Management System is the core of any Shift-Left approach. The repeated updates and content refresh keeps agents ticking and helps them close more cases than before. It augments engineer’s productivity making them more focused to deliver when it’s necessary avoiding expensive training costs and alignment programs.

(b) Automation: It’s indeed the most tangible way of reducing cost and boosting performance. Automation helps witness a significant drop in fault percentage, a dramatic increase in process efficiency and drives cost optimization. Applied within a Shift Left system, it removes sluggishness from the system, makes workflows sync and “in-line” with other sub systems bringing long standing efficiencies.

(c) Self-service: This adds value to the customer, and can be the best delivery channel. It results in higher user satisfaction and more measurable business results. Finding the right metrics to measure self-service performance is however too significant to demonstrate any reduction in service low costs.
Imbibing self-service for self-help includes access to portals like FAQs, Wikis, and online references and makes use of all options that are not cost bound. This helps customers understand their challenge and solution at their own pace, making them brand evangelists over time and deflects calls to the support center. It’s a win-win for the enterprise as they don’t incur costs for this support function, yet gain customers.

 

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How CSS CORP is betting on AI, automation, analytics to open new revenue streams

California-based IT services company CSS Corp, which has offices in Chennai and Bengaluru, has been investing in new technologies such as artificial intelligence, automation, and analytics over the past few years to accelerate revenue growth. This renewed focus has helped the company, which is majority-owned by Swiss private equity firm Partners Group and had hired former Infosys Ltd executive Manish Tandon as its CEO in August 2016, report an 11% growth in revenue for 2017-18 to $158 million. In a conversation with TechCircle, CSS chief delivery officer Nishikant Nigam and chief information officer Mushtaq Ahmad explain the company’s initiatives in emerging technologies. Edited excerpts:

How is CSS using emerging technologies such as automation, cloud computing, and analytics?

Nigam: CSS works significantly with the business-side stakeholders in an organization who are responsible for the customer experience and revenue generation. Use of contextualized intelligence is critical in such scenarios. Adoption of emerging technologies like AI, analytics, and automation can accelerate usage of contextualized intelligence.

Our digital solutions leverage automation, AI and analytics to help customers combat disruptions effectively. We are helping pharma companies in driving patient adoption for vaccinations through deep analytics and AI; helping digital marketing teams in consumer packaged goods companies with creative interventions and insights on customer behavior, and driving predictive intelligence in managing the business and IT operations.

What products and services are being offered under the aegis of these new technologies? 

Nigam: In the past 20-plus months, we have invested heavily in our Innovation Labs. The Labs act as an entry point for clients to access new-age capabilities that augment customers’ capabilities, find solutions to crucial business problems and drive new growth streams.

Today, it’s a 70-member team with expertise in various technologies like TensorFlow, Big Data, Bigtable, and Hadoop. Across our teams, you will find UX (user experience) designers, extreme programmers, Big Data engineers, AI, and NLP (Natural Language Processing) experts, data scientists and as well as professionals from diverse fields like linguists, behavioral researchers, and domain specialists.

The labs have developed Cognitive Customer Experience Platform, a contextual AI platform for customer engagement; Contelli, an intelligent automation platform for IT operations; and  Active Insights, an AI-led customer analytics solution.

What industries are you targeting for these solutions? How do these help save cost and time?

Nigam: We have carved out a niche for ourselves in select industries like technology, media and telecommunications; retail and consumer packaged goods to handle digital and managed services expectations of our customers.

For instance, CSS helped a large consumer packaged goods company to modernize its digital marketing ecosystem through the adoption of digital technologies. We came up with a solution that helped the customer to launch global campaigns on the fly. The time-to-market rate was seven times faster and total cost of ownership reduced 60% through rapid adoption of cloud and automation.

Our customers in the telecommunications sector are looking for solutions to modernize and optimize their technical support operations to effectively manage the customer experience.

For instance, Cognitive Customer Experience Platform has helped a couple of our telecom customers reduce the cost involved to run a technical support operation by 30-40% through unified knowledge management and automation.

In a recent case, Cognitive Customer Experience Platform transformed the customer experience of a company specializing in VoIP (Voice over Internet Protocol) calls from the ground up. Cognitive Customer Experience Platform amplified agent capacity and efficiency to 65%, reduced the learning curve from 90 to just 15 days — helping agents to get on the floor faster. Using its automation capabilities, Cognitive Customer Experience Platform improved agent performance by 80% — reducing and removing all redundant tasks.

How has the adoption of such technologies helped CSS boost its revenue?

Nigam: We are seeing significant acceptance of our digital services among our customers. In the past two years, large portions of our investments have been dedicated to building digital and customer-centric solutions. These solutions are opening new revenue streams, not just for us but for our customers as well.

Our digital practice has grown significantly in the last 12 months and has opened new opportunities for us. Today, we are managing interesting analytics engagements for some of our customers that have a direct impact on their revenue and customer retention.

We are helping to discover new ways of doing business by leveraging new digital technologies. These kind of opportunities are usually content-driven, co-creation type opportunities, which tend to be smaller than the traditional opportunities. However, they are extremely strategic and open up channels and avenues for downstream revenue creation, both for service providers and customers, which the traditional services cannot generate.

Is there any particular initiative that encourages employees to come up with new solutions?

Nigam: To augment our efforts towards enhancing our technology competency, we launched our digital-career progression framework called Reimagine. This reorients our service lines and re-aligns the growth of our employees to meet the growing business needs.

The Reimagine framework promotes a multi-disciplinary approach towards acquiring new domain and technology skill sets. The framework includes structured learning paths around AI, automation, data science, machine learning and other topics in a logical progression.

What are the cybersecurity challenges you face as a digital IT services company?

Mushtaq Ahmad: With the rapidly evolving landscape, at times one wonders if security is only a problem of IT alone as it spans across the entire organization. However, at CSS, we have aligned ourselves to lead and implement safeguards and tool-based protection against targeted phishing attacks, spam, ransomware and data leaks.

Another challenge (and focus) for us is to safeguard our data. There are multiple copies of data backups at offsite places (data center, cloud), which, if not checked, may prove vulnerable. For the same, we ensure robust security protection against every access and entry point.

How has Tandon’s appointment as CEO helped revenue?

Nishikant Nigam: CSS had management rejig in August 2016, which led to the appointment of Manish Tandon, our CEO. The first goal was to arrest the sluggish growth in the company. Once that was done, there was no looking back. The revenue of the company has been showing an optimistic growth trajectory, growing at 3% quarter-on-quarter, leading to annual double-digit growth in 2017-18.

There were some under-invested areas like sales and marketing, which have been strengthened with an increased presence in the US market, closer to our clients. We have also been able to build the Innovation Labs.

 

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CSS Corp wins Gold Stevie® & Silver Stevie® at 2018 International Business Awards®

CSS Corp, a new-age IT services and technology support company, today announced that it has won a Gold Stevie® and a Silver Stevie® at 2018 International Business Awards.

CSS Corp has been awarded two Stevie Awards in the best new product or service of the year category, for its novel adoption of cognitive technologies and deep analytics in IT Service Management and Big Data solutions. The awards will be presented on 20th October at the InterContinental London Park Lane Hotel in London, England.

CSS Corp’s ‘Contelli’ and ‘Active Insights’ platforms were recognized for their industry-leading innovation and customer value proposition. The AI-based ‘Contelli’ platform uses context-driven intelligence, Machine Learning, and Natural Language Processing (NLP) for holistic IT operations and service management. The ‘Active Insights’ platform is a cloud-based analytics powerhouse that goes beyond traditional analytical models and drives intelligence along the customer lifecycle management.

Manish Tandon, Chief Executive Officer, CSS Corp said, “Ensuring customer centricity through innovation will be a crucial barometer on which most organizations will be measured. At CSS Corp, we obsessively pursue customer centricity. Our passionate focus on pragmatic innovation and service delivery excellence has helped us foster meaningful engagements with our customers and deliver critical business outcomes.”

“We are delighted to be recognized by Stevie, yet again, which is a great testament to our trusted customer relationships and sustainable business value that we drive in our engagements,” he further added.

Sunil Mittal, EVP and Chief Sales and Marketing Officer said, “We are honored yet again to bag the Stevie Awards. The recognition is emblematic of our robust digital services portfolio with razor-sharp focus in helping our customers handle disruptions effectively. Being a disruptor in the services industry, we are endeavoring to break the stereotypes through focused adoption of new age business models in customer engagements.”

The 2018 International Business Awards® received over 3,900 nominations from 74 nations and from organizations of all sizes and from across a gamut of industries in a wide range of categories. The Stevie Award winners were determined by the average scores of more than 270 executives worldwide who participated on 12 juries.
 

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Digital culture: The digital transformation success factor

Digital megatrends such as mobility, social media, analytics, and cloud computing are re-defining businesses worldwide. These trends are also having its impact in the way employees and people leaders interact, work, and collaborate. Mobility and cloud computing are enabling remote access of talent pools and expertise across geographies, analytics is enabling deeper insights into employee performances and behaviors, and social media can drive collaboration between employees by strengthening the employer brand. These advancements are disruptive and senior HR leadership must recognize digital culture as the key enabler in an organization’s digitization initiatives. Though a strong digital strategy is essential, a digital culture is equally needed to successfully execute the strategy. A Mckinsey study reveals culture as the significant barrier to digital effectiveness. 9 out of 10 digital transformations do not meet the business needs, says a Couchbase survey. By ignoring culture, organizations can heighten the risk of failure in digital transformation.

Enabling a digital culture
Creating a digital culture is a task in itself. Organizations should blend executive and employee level change management approaches to engage and inspire the entire workforce while empowering them to drive the cultural change together. When blending these approaches, it is recommended to have a transformation framework to monitor the progress through a clear vision with active leadership participation. The framework should make employees as the agents of change and empower them to drive the digital culture. The empowerment can happen by re-skilling them on trending digital skills, leverage collaboration tools to improve productivity, have metrics to enable measurable value through KPI’s and adopt a systems thinking approach to drive change more effectively. By making this framework operational, organizations can enable innovation, faster decision making, improve business readiness, and facilitate behavioral changes in employees. These steps can help in the evolution of a creative, collaborative, autonomous ecosystem which can be an attractive destination for quality talents. A digital culture can lead to a high-performance working environment enabling productivity and fostering better business strategy alignment between teams.

Drive employee centricity
Digitizing the culture can make employees more aligned to a customer’s journey; this can enable customer-centric engagements and in creating better solutions relevant to their business needs. It can bring in a work culture which empowers employees to make informed, context-aware decisions, focus on continuous improvement and take calculated risks. Heightened collaboration and increased speed in decision making in a digital environment promotes research through continuous iteration of innovative ideas, while building transparency and interaction across various levels of the hierarchy. Companies such as Microsoft, Google, Facebook, and IBM are able to disrupt the technology world through their widely acclaimed digitized cultures which are conducive to innovation and driving thought leadership. Telekom Malaysia Berhad drives an internal event, called Digital Day to communicate the importance of digitization. During this event R&D and digital experts share their knowledge on digital culture and its relevance.

 

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Addressing cybersecurity concerns: the CFO intervention

 Cybersecurity has become a critical concern for organizations in today’s digital world, and with rapid advancements through technology disruptions sweeping industry sectors, CFOs are gearing up for the changes and demands ahead of them.The CFO to the fore

Traditionally, the CFO’s role also included being a Chief Risk Officer, foreseeing and mitigating organization risks – legal, contractual, financial and regulatory. With the growing number of smart devices, increasing number of phishing, ransom-ware and malware attacks, there is also an emerging need for the CFO to be savvy about cybersecurity and to include cyber threats also in their risk strategy.

Leadership collaboration – the need of the hour

The CFO with a broader collaborative mindset can, therefore, create a C-suite value ecosystem to amalgamate various insights and drive a tight linkage between resource allocation and strategy, encourage seamless communications among leaders, integrate corporate strategy and budgeting processes with capital allocation processes, including M&A and divestments.

This collaboration across leadership function is also illustrative of the fact that a broader set of objectives are required to address cybersecurity concerns:

  • Onboard all key decision makers especially the CIO: This is critical to include cybersecurity frameworks across high-risk processes by involving all key stakeholders and the board to identify key areas of protection and mobilize resources to react quickly to any intrusions. There is a growing need for an effective synergy between the CFO and the CIO functions to protect shareholder value. This relationship is critical due to the convergence of technology, and security risks.
  • Strategize to fix threats: Recognizing key activities having high exposures to threat vectors, building awareness among stakeholders on their responsibilities and protecting their assets. CFOs can provide valuable insights on the financial losses that might incur during a breach. This data can be used to factor in losses such as cost to reputation, stock price impact, damage control costs, and lawsuit charges. CFOs can then use insurance as a mitigating strategy against such losses. Hence awareness of newer insurance products addressing cyber risks is a must for CFOs. These insurance products provide a wide array of protection against cyber risks, including but not limited to costs incurred post cybersecurity/ privacy threats and loss of income post a security threat due to disruption in business.
  • Prepare, and stay ahead: Adopting a digitized IT function and information model (encompassing strategy, architecture, and processes) to stay updated and take steps to counter the ever-increasing complexities of cyber-attacks. For e.g., a modern IT organization should have vulnerability assessments and penetration testing as a part and parcel of financial budgets.

 

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Prioritizing Customer Success Is Key In The Subscription Economy

Sunil Mittal

EVP & Chief Sales and Marketing Officer at CSS Corp, responsible for driving business growth and providing strategic leadership.

 

The global marketplace has evolved in recent years, becoming more utility-based than ever before. The rise of the subscription economy has been one of the major developments to illustrate this change.

The subscription model, under which companies shift from selling products to selling services, has many advantages over traditional business models. While the trend was initiated by business-to-consumer (B2C) companies, the subscription-based model is now being adopted in earnest by many business-to-business (B2B) enterprises.

 

The Emergence Of The B2B Subscription Model

Simply put, the subscription model allows customers to pay periodically for the product functionality they need without having to buy products in full.

Today, with the rise of the on-demand economy, many business customers have come to expect anything as a service (XaaS). Subscriptions make it cost-effective and efficient for businesses to access resources without having to invest the capital to own them outright. It promotes agility and positions businesses to leverage the rapidly advancing world of technology.

Subscription models can be equally alluring to B2B services providers. By investing optimally, you can provide high-end products to your customers for a periodic subscription fee, ensuring consistent revenue and recovering investments steadily. Rather than chasing one-time sales, this model allows you to bring in a predictable, stable revenue in each billing period.

 

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CSS Corp wins the Gold Stevie® Award in 2019 International Business Awards®

CSS Corp, a new-age IT services and technology support company, today announced that it has won the Gold Stevie® Award in the “Best Technical Support Solution – Computer Services” category at the 16th Annual International Business Awards® 2019. CSS Corp was acknowledged for its Digital Customer Experience Suite which leverages emerging technologies to revolutionize complex enterprise technical support ecosystems. The awards will be presented to winners at a gala awards banquet at the ANDAZ Hotel am Belvedere, Vienna, Austria on 19 October.

CSS Corp’s Digital Customer Experience Suite enables it to provide a comprehensive set of services that offer a 3-pronged strategy to transform enterprise support – digitized end-user experience, automation-driven operational efficiency, and technology-amplified engineer productivity. The modules included in the platform are cognitive assistant, mobile-based support, process automation and integration, smart case analytics, and customer 360 workbenches. The platform leverages cognitive technologies like AI, intelligent automation, and advanced analytics to accelerate customer resolutions, reduce operation costs, optimize workflows and amplify employee performance. It empowers enterprises to simplify their complex technical support function by improving service outcomes, boosting efficiency, and reducing overheads.

Speaking on occasion, Manish Tandon, Chief Executive Officer, CSS Corp, said, “Modern technology ecosystems are complex, and so are their support needs. Enterprises need to use automation to optimize their support resources and deliver stellar customer experiences. As automation experts, CSS Corp is a frontrunner in building AI-enabled automated technical support solutions that solve customer problems swiftly while also amplifying the support agents. The efficiency gains from support automation have brought about tangible cost advantages to our customers while boosting CX.”

 “We are excited to be recognized once again by Stevie, for our suite of automated support solutions.  We will carry the momentum forward by continuously upgrading our offerings to drive better outcomes for our customers.”, he further added.

The IBA judges from across the world were highly impressed with the platform’s capabilities. One of the judges noted, “Perfect! You address not only the end-user but also the support engineer. In creating a seamless support experience, this is an absolute prerequisite.” “CSS Corp’s integrated intelligent enterprise solutions help various clients to simplify their digital transformation journey.”, another judge commented.

More than 4000 nominations from organizations of all sizes and in virtually every industry were evaluated in this year’s competition. Stevie Award winners were determined by the average scores of more than 250 executives worldwide who participated in the judging process from May through early August.

 

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How Geographic Information System Can Transform The Utilities Industry

In the utility industry, assets form the core of all business activities. In order to maximize the ROI, the modern utility business needs a reliable system to manage tangible assets like technology infrastructure and heavy equipment, as well as intangibles such as energy and water. Tracking and managing infrastructure assets can be a considerable challenge for utility companies. Hence, working with a capable partner ensures you surmount these challenges. But first, let’s talk a little about GIS, its components and challenges.

As such, the valuable information from a Geographic Information System (GIS) is critical for utility companies to visualize scenarios, integrate data, create insightful maps and develop effective solutions to solve complex issues, quickly and efficiently.

Out of the three components of GIS that include data, hardware (computer systems), and software (GUI & DBMS), it is the data that is of utmost importance. An estimated 80% of all data generated is spatial in nature. By pooling data about utility assets such as water, gas, energy, and telecom with socioeconomic or user-consumption trends, utility companies can foster real-time and smarter decisions, as well as deliver personalized offerings. Moreover, the enhanced three-dimensional representation of data not only helps in comprehending the utility infrastructure much more efficiently but also expedites problem identification and resolution, ensuring timely maintenance and operational efficiency.

Why GIS can be your most advanced solution
As infrastructure ages, asset management such as repair, replacement, or rehabilitation of utility assets becomes more expensive. A proactive asset management program can stretch the useful life of utility systems while reducing operating costs.

Through GIS, an enterprise can visually monitor layered datasets in multiple dimensions, constituting land features, assets, networks, and high-velocity sensor data streams. Every new layer of asset data translates to more opportunities for an in-depth analysis, higher accuracy, and simplified management. Moreover, GIS mapping also ensures improved accessibility and interoperability across different platforms. The system enables seamless consistency in data across multiple devices, providing improved collaboration and communication between on-field teams.

Implementation Challenges
These inaccuracies in the spatial-position data can percolate to the digitizing process, creating a ‘digital variant’ of the inaccurate physical system; however, by enforcing a set of critical measures, enterprises can ensure the corresponding digital system is a ‘duplicate’ that is free of inaccuracies and not merely a faulty variant.
For a utility company, hiring an expert partner or service provider with a strong reputation in asset management can help in measuring the reliability of its data, as well as keeping its maintenance history up-to-date. The partner’s expertise can also be utilized to minimize the expenditure on construction and maintenance, and achieve new quality benchmarks in data capturing and cleansing.

Advantages of hiring an expert partner
A specialized partner can ensure reduced downtimes caused by asset breakdown through proactive maintenance that includes quick identification and resolution of complex issues. The utility company can also get access to the advanced processes such as real-time analytical insights of high-velocity data streams, which can maximize the capabilities of its GIS. Additionally, the professional support on crucial functionalities offered by a partner including data conversion and migration, conflation and accuracy improvement, as well as data curation and validation, can be a massive advantage.

How to choose the right partner
Utility companies should analyze the partner’s expertise to develop a customized GIS strategy based on a critical assessment of their unique business requirements. Subsequently, they can also check for the capabilities required for optimizing the asset management using GIS, such as streamlining field data collection, organizing networks, and optimizing maintenance programs.

 

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Indian IT companies’ headcount remains volatile amid COVID-19 pandemic

It’s hard to see a pattern in the hiring and firing, with some IT majors holding on to staff and others shedding underperformers and not replacing them

Mass layoffs in the IT sector have been happening for the past few years but now – blame it on the pandemic – it seems to be accelerating. An uncertain business environment, lack of projects and investments, and non-performers are the contributing factors. Many IT firms have been hinting at mass layoffs, leaving employees in fear of when it will be their turn to leave.

Most likely to receive a dismissal notice are employees on the bench. These employees are not allocated to any projects and are a resource backup in case a new project comes along. They are considered to be ‘non-billable’ resources, as their cost is not billed to any clients, making them the most vulnerable to layoffs.

Here’s an overview of how IT companies operating in India are looking at layoffs and hirings.

India’s highest paying tech jobs and the skills that rake in the big bucks
Involuntary attrition
Cognizant Technology Solutions’ April-June financial report shows around 9,000 employees were laid off during the quarter, more than chose to leave the company voluntarily. Around 68 percent of Cognizant’s workforce are based in India.

Cognizant didn’t blame the lay-offs on the coronavirus though, saying that the headcount reduction was part of its “Fit for Growth” program, announced last October, which aims to reskill, reassign or remove underperformers. This will see the removal of 10,000 to 20,000 mid-to-senior level associates from their current roles, with half of them reassigned internally and the remaining employees eventually terminated.

There have also been departures at the top at Cognizant: Ramkumar Ramamoorthy, chairman and managing director of Cognizant India, and Pradeep Shilige, global delivery head, have left with no replacement named, while Chief Financial Officer Karen McLoughlin will be replaced by Jan Siegmund.

IBM too has resorted to layoffs to reshape its business amid the pandemic. It plans to fire 2,000 employees globally over non-performance, a few hundred of them in India where around 33 percent of IBM’s global workforce of 350,000 are based.

Assurances
Wipro has not laid off any employees as a result of the pandemic, nor it will lay off anyone in the near future, Chairman Rishab Premji assured attendees at Wipro’s annual general meeting. Wipro’s employee attrition rate was 13 percent for the 12 months to end June, the lowest it has reported in at least 20 quarters. However, it is not replacing all staff that leave: in the April-June quarter its headcount dropped 1,082 to 181,804, after dropping 4,432 in the previous quarter.

While there have been economic headwinds across the industry, CSS Corp has been able to weather the storm with its vertical-focused strategy. “We onboarded over 1,200 new employees in the April quarter when the pandemic was at its most disruptive level. We continue to hire in Q2 and our hiring outlook remains stable in the coming months,” said Sunil Mittal, EVP at CSS, referring to the company’s second fiscal quarter, from July to September. “As part of our learning and development plan, we are continuing to roll out upskilling and re-skilling initiatives across the organization, especially towards digital technologies,” he said.

Indian IT services company TCS has also said it will not cut any jobs as a result of COVID-19. TCS saw the onboarding of 12,000 fresh graduates in the April-June quarter, with 18,000 expected to join in the June-September quarter. TCL reported an attrition rate of 11.1 percent in its IT Services business for the twelve months to the end of June, lower than its rivals.

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CSS Corp positioned as a leader across all four market segments in NelsonHall’s NEAT vendor evaluation for CX Services in telecom and media

Bengaluru (Karnataka) [India], Aug 10 (ANI/BusinessWire India): CSS Corp, a new-age IT services and technology support company, today announced that it has been recognized as a leader across all four market segments in NelsonHall’s NEAT vendor evaluation for CX services in telecom and media sector.

The report critically evaluated the performance of 17 global customer experience (CX) service providers, against a structured two-axis dynamic model on their ability to meet future client requirements and deliver immediate benefits.

CSS Corp’s offerings are built on five essential pillars of customer support, i.e. end-user experience, agent experience, systems, CX analytics, and process automation. The company provides best-in-class services, leveraging their home-grown Digital Contact Center 2.0 suite of solutions with integrated modules like augmented reality based CXM, mobile assistant, cognitive chatbot, self-service, knowledge base management, smart routing, sentiment analytics, agent 360 and team lead dashboards and over 100 cognitive and RPA-based processes.

These factors make their offerings highly dynamic, adaptable, and customizable; hence fit seamlessly into any customer environment, resulting into desired business outcomes.

NelsonHall’s report recognizes CSS Corp’s technology capability in integrating their platforms to the customer environments by harnessing the power of disruptive technologies that maximize customer experience and accelerate digital transformation.

“There is an increasing need for organizations to provide seamless customer experience and support while mitigating risks and demands. Over the last couple of years, our innovative value propositions in the Hi-Tech CXM arena have enabled clients to embrace the power of technology-led and outcome-focused services and drive CX transformation. We are proud to emerge as the chosen partners for our clients in their journeys to provide simplicity, consistency, and customer-centricity at every touchpoint. NelsonHall’s leadership recognition corroborates our proficiency in delivering powerful combinations of our indigenous digital solutions and managed services to provide customized offerings to our customers,” said Manish Tandon, Chief Executive Officer, CSS Corp, while speaking on the recognition.

“Digital technologies have disrupted the current CX landscape and clients now look for a partner to help utilize them efficiently. CSS Corp is leveraging transformational CX capabilities across the telecom and media segment. The company’s approach towards delivering mature and differentiated commercial models to support digital transformation with a portfolio of outcome-based contracts is the foundation to build next-level CX,” said Ivan Kotzev, CX Services Lead Analyst at NelsonHall.

This NelsonHall Vendor Evaluation & Assessment Tool (NEAT) analyzes the performance of vendors offering CX services. The NEAT tool allows strategic sourcing managers to assess the capability of vendors across a range of criteria and business situations and identify the best performing vendors overall, and with a specific focus on CX improvement, revenue generation and cost optimization.

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