A tier 1 IT services company, the client is a leading provider of IT solutions and services to global corporations. The company offers services, including systems integration, information systems outsourcing, package implementation, as well as software application development and maintenance. The company is the world's first IT services organization to be certified PCMM level 5 and SEI CMM Level 5, and is one of the largest product engineering and support service providers worldwide.
The company is organized into vertical industry units and horizontal solution-focused
businesses. The horizontal units cross-sold their services to the existing customers of
the vertical industry units. In addition, verticals also opened new accounts through these
services. One of the company's leading horizontal businesses, which was also a Prayag client,
wanted to analyze its customer base to identify opportunities for growth. First,
they wanted to look at their significant growth customers and examine further
opportunities for growth. Second, they also wanted to analyze stagnant customers and
understand reasons for lack of growth. Third, they wanted to map significant customers
of the organization and see if their business cross sold effectively into those accounts.
Lastly, there was also a need to determine if the potential to cross-sell the horizontal
unit's services had been fulfilled across its important clients.
Prayag was entrusted with carrying out this strategic exercise and recommending ways to better customer mining and account management.
Leveraging its understanding of the horizontal space, Prayag conducted a comprehensive analysis of the customer portfolio. A total of over 200 customer accounts were categorized as key, stable, low performing or inactive contributors, based on their performance over 12 quarters. With the customer as the central theme, the data was analyzed from the following dimensions -
Prayag's analysis gave the client a 360 degree view of the horizontal business'
customers, prompting a re-look at its account management practice. This
enabled the client bring in greater proactivity in its account management process
with improved customer mining, cross sell efficiency, new account enrolment
and introduction of improved account replenishment programs.
The comprehensive nature of the Prayag framework also resulted in the analysis being used as a key input for other business divisions.