Case Study: A) Samsung Samsung Electronics France: A Multitude of Products to support Samsung Electronics France is the French subsidiary

of Samsung, one of the worlds largest manufacturers of consumer and business electronic products. Its diverse product lines include audio and video, telecommunications, and information syst ems products, as well as appliances and semiconductors. Samsung rapidly and cont inuously develops and introduces new products to the market, which are sold thro ugh both retail and dealer channels. The quantity, diversity and technical natur e of its products requires Samsung to provide extensive customer service operati ons. Samsung consolidated its three outsourced call centers in France onto a single C osmoCall Universe contact center platform hosted by Orange Business Services (Fr ance Telecom) and fully integrated with Samsungs SAP CRM system. Samsung used the flexibility of the platform to restructure so that customers and dealers now ca ll a single service number, regardless of the product. Flexibility Needed for Lower Cost, Better Service To support its many products in the French market, Samsung had three outsourced call centers, each for specific product groups, and each with a different phone number and its own team of agents and specialists. With 50 new products each mon th, the specialists required much training. The teams were located near the Fren ch headquarters for training access, but this location was not cost effective fo r the teams non specialized agents. A more efficient call center structure was de sired. Also, Samsung was providing and maintaining the equipment used by its outsourcer s, managing the phone service providers, and keeping a specialist on staff to su pport the phones. The systems had limited CRM integration capability and were in flexible. Facing these costs and limitations, Samsung decided to replace its cal l center systems and improve its customer service. Premise-based to Hosted Contact Center Samsung wanted the scalability and flexibility that a hosted IP based system pro vided, so that it could easily add and drop agents, change sites or even outsour cers, and monitor agents from anywhere via the internet. It preferred a hosted m odel with a monthly fee for usage, rather than a new premise-based system with a large capital investment. It wanted a complete package of services from a top p rovider, and a service level agreement, things that would let Samsung focus on t raining specialists and serving customers, rather than on maintaining call cente r equipment and managing phone service. Samsung Outsources its Call Center Platform as well as its Agents Samsung found the solution it needed from Orange Business Services, which provid ed a complete hosted IP contact center built on the CosmoCall Universe platform, and included all telephone service. Samsung has achieved better control over it s operations. The Tenant Self Administration capabilities of CosmoCall Universe provide complete and uniform reporting, administrative visibility and operationa l control of its outsourced agents. Supervisors can manage the system from any l ocation that has an internet connection. In addition, Samsung used the flexibili ty of the Cosmo Call Universe platform to reorganize its call centers from a pro duct line organization to a Tier 1 and Tier 2 structure. Tier 2 product speciali sts stay close to headquarters for cost effective training, while less-skilled T ier 1 agents can work anywhere, including home and offshore. Following its call center reorganization, Samsung replaced its original Magic ser vice desk application with a full SAP CRM integration. With SAP, customer servic e ticket and account information is now instantly available to any Tier 2 specia list in any location when a call is transferred, no matter where it was original ly answered. Lower Costs, Better Service, Greater Customer Satisfaction

Using its new hosted Cosmo Call Universe contact center platform, Samsung has im proved the quality of its customer service and increased customer satisfaction, while simultaneously reducing its costs. One major cost reduction is the elimina tion of system maintenance and support burdens. More important, Samsungs Customer Service operations are now simpler and faster f or both agents and customers. With SAP fully integrated into the Cosmo Call Univ erse platform, customer account information appears on the Tier 1 agent screen w hen a call is answered. And by automatically sending account and service ticket information to the Tier 2 specialist, the time spent looking up the caller accou nt information or having the caller restate their issue is eliminated. Since 70% of Samsungs calls are transferred, average call time has dropped from 8 minutes to 7.25 minutes, and total outsourcer costs are down 13%. Shorter calls are not only a cost saving for Samsung, but a support experience enhancement for its cus tomers, and therefore a true competitive advantage. The Cosmo Call Universe platform provides Samsung with the ability to easily man age its outsourced agents, and the flexibility to add or drop agents and sites a s needed. It can now set up new test site locations for Tier 1 agents using comm ercial internet access. Now Samsung can quickly and easily evaluate the feasibil ity and cost of a potential new site before deciding to make it permanent. Samsu ngs new hosted contact center in France is a success by every measure, strengthen ing Samsungs position as a global leader in customer service. It is being studied by other Samsung European Subsidiaries for their consideration as a model for d eployment. B) Tata The Tata Group is one of India largest business conglomerates established by Ja mshedji Tata (Jamshedji) in the second half of the 19th century. Jamshedji s vis ion for the Group was in line with nationalist goals and ideals then, and envisa ged to make India self-reliant. After Jamshedji, Jehangir Ratanji Dadabhoy Tata (JRD) became the Chairman of the Tata Group and played a significant role in con tinuing the vision of the group. Tata s assets climbed from INR 620 million in 1 939 to INR 100 billion in 1990. Tata Motors had increased its sales to INR 1 mil lion in the year 1991 and it had rolled out 3 million vehicles in the same year. In 1991, Ratan Naval Tata (Ratan Tata/Ratan) took over the Chairmanship from JR D Tata. Although he was initially criticized for his poor performance, over the years, Ratan Tata disproved his critics. He restructured Tata Group s business o perations and made the Group compete globally. Under Ratan Tata s chairmanship, Tata Consultancy Services went public and Tata Motors was listed in the New York Stock Exchange. Starting from the late 1990s, Ratan revamped the operations of Tata Steel and made it one of the lowest-cost steel producers in the world. Howe ver, as the Tatas lacks an heir who can succeed Ratan, the group is at cross-roa ds to decide who will be the next chairman. After Ratan Tata s retirement who wo uld succeed him and carry the vision of the Group is a dilemma. Pedagogical Objectives: To understand the vision that has driven the Tata group till Ratan Tata joined To analyze the contribution made by Ratan Tata to the Tata Group To analyze if conglomerates can be driven by leaders vision and not necessarily by a strategy To analyze the leadership style of Ratan Tata To analyze the succession dilemma at the Tata Group To analyze what kind of leadership is required for Tata Group after Ratan Tata s teps down C) Aircel Online stock trading on Aircel Business Solutions MPLS network Indias best equity broking house with the largest distribution network, providing a wide range of financial services and investment solutions is connected on Air cel MPLS network. Its existing network includes regional offices at Mumbai, Kolk ata, Chennai, Cochin, Ahmadabad, Jaipur, Hyderabad, and Bangalore plus a growing network of 2300+ offices spread across 425 cities/towns in India.

The Challenge In a phase of rapid expansion, it was becoming a challenge for this trading hous e to keep pace with changing technology and scaling its operations due to lack o f network reach. The cost to roll out the network was also a challenge vis a vis the expansion cost in new cities. Our Solution Aircel Business Solutions Layer 3 MPLS VPN solution with an integrated last mile wireless solution helped this broking house to rapidly launch new cities enabli ng connectivity within a weeks time with a flexibility to scale the bandwidth nee ds up to E1 level instantly. Aircel deployed a bandwidth conserving technology Multicast on the MPLS network. This helped implementing a cost effective networ k by replicating the same packets to multiple locations thereby utilizing minimu m bandwidth to be distributed to different branches. Key Features and Benefits High availability - 99.5% uptime to ensure business continuity Robust and scalable wireless access solution Cost effecting bandwidth conserving technology on the network to justify busines s expansion