Auric Bank Restructuring of Auric Bank Call

1.

Auric Bank
Restructuring of
Auric Bank Call
Centers
Made by Egor Gotsulyak, Kugachev Kirill, Simon Tsapkov

2.

Introduction
01.
A recent review of call center operations
has revealed opportunities for internal
optimization and outsourcing, including
the relocation of operations to countries
with lower labor costs, such as India.
02.
Facing a major restructuring, Auric Bank
aims to provide customers with excellent
service at competitive prices.
03.
The decision regarding the call centers
has strategic significance, affecting
customer satisfaction and the bank's
financial health.

3.

Current Situation
Last year, £1.5 billion was invested in call centers, but the
investment did not yield the expected profits, prompting a
strategy review.
Customer surveys have indicated that the bank is perceived as too expensive,
negatively impacting the bank's image as 'caring' and attentive to customer needs.
There is an urgent need to reduce expenses to improve the bank's financial performance
and increase share value.

4.

What can we do ?
01.
02.
03.
04.
Internal
operation
Outsourcing
to South
Africa
Outsourcing
to Scotland
Outsourcing
to India
Auric Bank
Resource
Plc
Orion Plc
X-source
India

5.

In-House
Operation
Maintaining Call
Centers Within the
Company
Our call center staff
in the south of
England have the
necessary skills and
knowledge.
However,
maintaining call
centers in-house will
require changes,
including increasing
the number of parttime employees and
reducing the
working hours of the
centers.
Unions may
oppose these
changes, and
there is also a
risk of
deteriorating
data protection
for customers.

6.

Outsourcing to South Africa
Partnership with Resource Plc
The company boasts an
excellent reputation for
reliability and the quality of
services provided, as well as
experience in dealing with
large clients.
Resource Plc's proposal
involves managing call
centers from Cape Town,
South Africa, with a promise
of efficiency and
professionalism.
The cost of the contract to
manage the call centers is £8
million over five years, which
may carry risks associated
with the company's workload
and service availability.

7.

Outsourcing
to Scotland
Collaboration with
Orion Plc
Orion Plc offers its
services from
Scotland with a new
management team
and a positive track
record with major
firms.
Relocating call
centers to Scotland
will create new jobs,
positively impact the
bank's image, and
strengthen
community ties.
However, the
contract cost of
£10 million over
five years
requires careful
consideration,
particularly
regarding
customer data
protection.

8.

Outsourcing to India
Partnership with X-source India
X-source India offers an
economically advantageous
contract at £5.5 million over
five years, backed by rapid
growth and expansion of the
company.
Working with the Indian firm
will provide access to highly
qualified personnel, the
majority of whom are
university graduates.
Benefits include the potential
for significant cost reductions
and the ability to enhance and
expedite customer service
efficiency.

9.

Recommendations and Conclusion
Our Path Forward with X-source India
After a thorough analysis of all
proposals, X-source India emerges
as the most promising partner for
outsourcing our call centers.
The cost of their services, combined
with the high qualification of their
personnel, offers a significant
reduction in our operational
expenses while simultaneously
improving efficiency.
We are confident that partnering with
X-source India will allow us to focus
on our core competencies, reduce
costs, and enhance the quality of
customer service.
The transition will be phased, with
an emphasis on training, knowledge
transfer, and close collaboration, to
minimize any potential risks and
ensure the continuity of call center
operations.

10.

Option
Advantages
In-House (South of
England)
Potential union opp
Personalized servic
osition, data securit
e, strong customer
£16 million (with £3
y issues, need for c
relationships, deep
million savings)
ost reduction chang
product knowledge.
es.
Outsource to South
Africa (Resource Pl
c)
Good service reput
ation, efficient man
agement, voice trai
ning for staff.
Reasonable contra
Outsource to Scotla
ct cost, job creation
nd (Orion Plc)
, data protection.
Disadvantages
Costs for Five Yea
rs
Higher operational
costs, potential ser
vice access issues
due to high deman
d.
£8 million
New firm, less kno
wledge about bank'
s customers, potent £10 million
ially lower service q
uality.
Cultural and comm
Significant cost red
unication barriers, ti
Outsource to India ( uction, skilled workf
me zone difference £5.5 million
X-source India)
orce, high efficiency
s, long-distance ma
.
nagement.

11.

Thanks !