BENGALURU: The size of business you do with a customer often says much about how much confidence the customer has in you. By that yardstick, confidence in TCS<\/a>’s ability to handle large contracts has risen sharply. The company has in the past five years doubled the number of customers that gives it $100 million or more in business annually. There were 48 such customers in the last quarter, compared to 24 in 2014-15. Among its $100 million+ customers are Australian energy firm AGL Energy, Bank of America<\/a>, Deutsche Bank, Citi<\/a>, ABN Amro and Walgreens. 班加罗尔:你做业务的规模与客户经常说很多关于客户在你多少信心。按照这种标准,信心TCS处理大合同的能力急剧上升。公司客户的数量在过去五年里翻了一番,让它在业务每年1亿美元或更多。有48个这样的客户在去年最后一个季度,而24 2014 - 15。在其1亿美元+客户是澳大利亚能源公司的榴弹炮的能量,美国银行(Bank of America)德意志银行(Deutsche Bank),花旗,荷兰银行(ABN Amro)和沃尔格林。
Analysts attribute TCS’s success in mining a customer better to its client partners<\/a>, account management teams, pre-sales and delivery teams that provide tailor-made solutions. Within the company, accounts belong to verticalised business units called industry solutions units (ISUs<\/a>). Insurance customers, for instance, are owned by the insurance ISU.
“Client partners are like chief miners. They own the relationship and are responsible for mining the account. They have a team of 7-8 business relationship managers who are part of the account team reporting to global client partners. The latter reports to the ISU head,” a source close to the company said. Client partners help clients in defining and shaping their requirements, while the pre-sales team acts as a consulting backend outfit within the ISUs, giving customers feedback on their business and technology landscape to help articulate business propositions.
The account management, pre-sales and delivery teams within an ISU come together to address a customer’s problem statement. “There is a feedback loop when doing any work for a customer. Teams are either working to build those systems or maintain those systems. And the delivery teams are joining hands to develop contextual knowledge. Within the ISUs, there are mechanisms in place for contextual knowledge to be acquired, documented and shared with the larger account team,” a source said. There’s contextual knowledge on the business landscape of the organisation – such as, which systems cater to which businesses and how running a new data model can impact it.
In banking, TCS has built enormous competency and contextual knowledge in terms of how markets work, how regulations play out, and in analysing their impact on banking processes and business. “Incumbency gives you a huge advantage and you can only mine the customer deeper,” the source said. TCS has over 10,000 contextual masters who marry domain solutions to customers’ business problems.
The advances TCS has made with Australian energy firm AGL Energy is a good example of its mining success.. The relationship started a decade ago, with TCS managing AGL’s back-office operations, contact centres, and working on engineering services. More recently, TCS was part of AGL’s cloud transformation programme, deploying a new DevOps-based operating model with high levels of automation and self-service capabilities that will enable faster and more frequent delivery of new enhancements and features.
It is also expected to significantly accelerate innovation at AGL, harnessing cloud-native capabilities in AI, ML and IoT. Recently, TCS also developed an app providing a personalised experience to AGL customers based on their energy usage patterns. If an AGL customer is headed to his or her weekend home in the Blue Mountains West of Sydney, they could pre-purchase electricity based on their consumption patterns for their short stay. Brett Redman, MD & CEO of AGL Energy, says on TCS’s website: “TCS has demonstrated a deep understanding of AGL’s business and our technology needs.”
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分析人士认为TCS在矿业客户更好的成功客户合作伙伴账户管理团队、售前和交付团队,提供定制的解决方案。在公司内部,账户属于verticalised业务单位称为行业解决方案单元(isu)。保险客户,例如,ISU属于保险。
账户管理、售前和交付团队在一个ISU一起解决客户的问题。“有一个反馈回路,当为一个客户做任何工作。团队正在努力建立这些系统或维护这些系统。和交付团队正携起手来向发展语境知识。isu内,有机制获得相关知识,与更大的账户记录和共享的球队,”一个消息来源人说道。有相关知识的商业景观组织——例如,哪些系统迎合哪些企业和运行一个新的数据模型如何影响它。
在银行业,TCS建造了巨大的能力和语境知识市场如何运作,如何规定,在分析它们对银行业务流程和业务的影响。“义务给你一个巨大的优势,你只能我客户更深层次的,”该消息人士称。TCS有超过10000个上下文大师谁结婚领域客户的业务问题的解决方案。
TCS进步使得澳大利亚能源公司的榴弹炮能源是一个很好的例子,其矿业成功. .十年前开始的关系,与TCS管理的榴弹炮的后台操作,联系中心和工程服务。最近,TCS是榴弹炮的云转换计划的一部分,部署一个新的DevOps-based操作模型与高水平的自动化和自助服务功能,将使更快和更频繁交付新的增强功能和特性。
它预计也将显著加快创新的榴弹炮,利用人工智能进行功能、ML和物联网。最近,TCS还开发了一个应用程序提供一个个性化体验的榴弹炮客户根据他们的能源使用模式。如果一个榴弹炮客户前往他或她周末回家悉尼西部蓝山地区的,他们可以预购电根据他们的消费模式的短暂停留。MD &首席执行官布雷特瑞德曼的榴弹炮的能量,在TCS的网站上说:“TCS已经演示了一个深刻的理解的榴弹炮的业务和技术需求。”
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BENGALURU: The size of business you do with a customer often says much about how much confidence the customer has in you. By that yardstick, confidence in TCS<\/a>’s ability to handle large contracts has risen sharply. The company has in the past five years doubled the number of customers that gives it $100 million or more in business annually. There were 48 such customers in the last quarter, compared to 24 in 2014-15. Among its $100 million+ customers are Australian energy firm AGL Energy, Bank of America<\/a>, Deutsche Bank, Citi<\/a>, ABN Amro and Walgreens.
Analysts attribute TCS’s success in mining a customer better to its client partners<\/a>, account management teams, pre-sales and delivery teams that provide tailor-made solutions. Within the company, accounts belong to verticalised business units called industry solutions units (ISUs<\/a>). Insurance customers, for instance, are owned by the insurance ISU.
“Client partners are like chief miners. They own the relationship and are responsible for mining the account. They have a team of 7-8 business relationship managers who are part of the account team reporting to global client partners. The latter reports to the ISU head,” a source close to the company said. Client partners help clients in defining and shaping their requirements, while the pre-sales team acts as a consulting backend outfit within the ISUs, giving customers feedback on their business and technology landscape to help articulate business propositions.
The account management, pre-sales and delivery teams within an ISU come together to address a customer’s problem statement. “There is a feedback loop when doing any work for a customer. Teams are either working to build those systems or maintain those systems. And the delivery teams are joining hands to develop contextual knowledge. Within the ISUs, there are mechanisms in place for contextual knowledge to be acquired, documented and shared with the larger account team,” a source said. There’s contextual knowledge on the business landscape of the organisation – such as, which systems cater to which businesses and how running a new data model can impact it.
In banking, TCS has built enormous competency and contextual knowledge in terms of how markets work, how regulations play out, and in analysing their impact on banking processes and business. “Incumbency gives you a huge advantage and you can only mine the customer deeper,” the source said. TCS has over 10,000 contextual masters who marry domain solutions to customers’ business problems.
The advances TCS has made with Australian energy firm AGL Energy is a good example of its mining success.. The relationship started a decade ago, with TCS managing AGL’s back-office operations, contact centres, and working on engineering services. More recently, TCS was part of AGL’s cloud transformation programme, deploying a new DevOps-based operating model with high levels of automation and self-service capabilities that will enable faster and more frequent delivery of new enhancements and features.
It is also expected to significantly accelerate innovation at AGL, harnessing cloud-native capabilities in AI, ML and IoT. Recently, TCS also developed an app providing a personalised experience to AGL customers based on their energy usage patterns. If an AGL customer is headed to his or her weekend home in the Blue Mountains West of Sydney, they could pre-purchase electricity based on their consumption patterns for their short stay. Brett Redman, MD & CEO of AGL Energy, says on TCS’s website: “TCS has demonstrated a deep understanding of AGL’s business and our technology needs.”
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