Newbie Soft Solutions PVT LTD - 2

Evetrix Technologies
PROJECT REPORT
BPO SERVICES
FLAT NO 503, VASAVI PARADISE, GANESH NAGAR,
NEAR NAD JN., VISHAKAPATNAM-9
ANDHARA PRADESH
INDIA.
CONTACT: +91- 7382386099, 8019874447
MAIL: evetrixtechnologies@gmail.com
TABLE OF CONTENTS
1.
P R O J E C T AT A G L A N C E
2.
INTRODUCTION
3.
SCOPE OF THE PROJECT
4.
CONSTITUTION AND SECTOR
5.
BACKGROUND OF THE DIRECTORS
6.
LOCATION AND ITS ADVANTAGES
7.
MARKET STUDY
8.
PROJECT COST & MEANS OF FINACNE
9.
DETAILED NOTES ON ESTIMATED PROJECT COST
10.
DETAILED NOTES ON MEANS OF FINANCE
11.
S W O T AN A LYS I S
12.
ASSUMPTIONS
PROJECT AT A GLANCE
1. Name of the Center.
: EVETRIX TECHNOLOGIES PVT LTD
2. Location of the Center.
3. Constitution
: Service Sector
5. Line of Activity
: BPO SERVICES
6. Name of the Directors.
7. Project Cost
Visakhapatnam
: Mr. Lanka Chaitanya

Ms. R. Lakshmi Sunita
Mr. K P V R Raghavender
Mr. K N. Satyanarayana
:
PROJECT COST
Land
Buildings
Equipment
Working capital
AMOUN
T
Lease
Lease
30.00
15.00
Total
45.00
MEANS
FINANCE
Capital
(Rs.in lacs)
OF AMOUNT
12.50
Term Loan
22.50
Working Capital Loan 10.00
TOTA 45.00
L
8. Promoters Contribution.
9. Loan Required
: Term Loan: Rs. 22.50 Lacs +
27.77 %
Working Capital: Rs. 10.00 Lacs

Total
: Rs. 32.50 Lacs
BRIEF ABOUT COMPANY

Evetrix Technologies Pvt Ltd offers a wide range of call center solutions to our
clients and their customers. Today's consumer is more demanding than ever. In
the global marketplace, 24/7 a week service is often expected. Providing
additional channels of communication for customer contact is essential in
establishing the credibility of your operation. Well be there to greet your
customers when you're not. CK One web enabled service representatives can
answer customer concerns, take orders, or simply answer questions about your
products or services on a 24/7/365 basis.
Evetrix Technologies offshore multilingual call-center is dedicated to servicing our
for Western Countries. Our call center future services include order taking, direct
response support, help desk services, telesales, appointment scheduling, overflow
call management, dealer referrals and general customer service support.
INTRODUCTION
Business process outsourcing
A business process outsourcing office in Bacolod City, Philippines

Business process outsourcing (BPO) is a subset of outsourcing that involves
the contracting of the operations and responsibilities of a specific business
process to a third-party service provider. Originally, this was associated
with manufacturing firms, such as Coca Cola that outsourced large segments of its
supply chain.
BPO is typically categorized into back office outsourcing, which includes internal
business functions such as human resources or finance and accounting, and front
office outsourcing, which includes customer-related servicessuch as contact
centre services.
BPO that is contracted outside a company's country is called offshore outsourcing.
BPO that is contracted to a company's neighbouring (or nearby) country is
called nearshore outsourcing.
Often the business processes are information technology-based, and are referred
to as ITES-BPO, where ITES stands for Information Technology Enabled Service.
[2]
Knowledge process outsourcing (KPO) and legal process outsourcing (LPO) are
some of the sub-segments of business process outsourcing industry.
Benefits and limitations
HITEC city Hyderabad, India, the hub of information technology companies

The main advantage of any BPO is the way in which it helps increase a company's
flexibility. However, several sources have different ways in which they perceive
organizational flexibility. In early 2000s BPO was all about cost efficiency, which
allowed a certain level of flexibility at the time. Due to technological advances and
changes in the industry (specifically the move to more service-based rather than
product-based contracts), companies who choose to outsource their back-office
increasingly look for time flexibility and direct quality control.Business process
outsourcing enhances the flexibility of an organization in different ways:
Most services provided by BPO vendors are offered on a fee-for-service basis,
using business models such as Remote In-Sourcing or similar software
development and outsourcing models. This can help a company to become more
flexible by transforming fixed into variable costs. A variable cost structure helps a
company responding to changes in required capacity and does not require a
company to invest in assets, thereby making the company more flexible.
Another way in which BPO contributes to a companys flexibility is that a company
is able to focus on its core competencies, without being burdened by the demands
of bureaucratic restraints. Key employees are herewith released from performing
non-core or administrative processes and can invest more time and energy in
building the firms core businesses.The key lies in knowing which of the main
value drivers to focus on customer intimacy, product leadership, or operational
excellence. Focusing more on one of these drivers may help a company create a
competitive edge.
A third way in which BPO increases organizational flexibility is by increasing the
speed of business processes. Supply chain management with the effective use of
supply chain partners and business process outsourcing increases the speed of
several business processes, such as the throughput in the case of a manufacturing
company.
Finally, flexibility is seen as a stage in the organizational life cycle: A company can
maintain growth goals while avoiding standard business bottlenecks.BPO therefore
allows firms to retain their entrepreneurial speed and agility, which they would
otherwise sacrifice in order to become efficient as they expanded. It avoids a

premature internal transition from its informal entrepreneurial phase to a more
bureaucratic mode of operation.
A company may be able to grow at a faster pace as it will be less constrained by
large capital expenditures for people or equipment that may take years to
amortize, may become outdated or turn out to be a poor match for the company
over time.
Although the above-mentioned arguments favour the view that BPO increases the
flexibility of organizations, management needs to be careful with the
implementation of it as there are issues, which work against these advantages.
Among problems, which arise in practice are: A failure to meet service levels,
unclear contractual issues, changing requirements and unforeseen charges, and a
dependence on the BPO which reduces flexibility. Consequently, these challenges
need to be considered before a company decides to engage in business process
outsourcing.
A further issue is that in many cases there is little that differentiates the BPO
providers other than size. They often provide similar services, have similar
geographic footprints, leverage similar technology stacks, and have similar Quality
Improvement approaches.[
Threats
Risk is the major drawback with Business Process Outsourcing. Outsourcing of an
Information System, for example, can cause security risks both from a
communication and from a privacy perspective. For example, security of North
American or European company data is more difficult to maintain when accessed
or controlled in the Indian Sub-Continent. From a knowledge perspective, a
changing attitude in employees, underestimation of running costs and the major
risk of losing independence, outsourcing leads to a different relationship between
an organization and its contractor.
Risks and threats of outsourcing must therefore be managed, to achieve any
benefits. In order to manage outsourcing in a structured way, maximising positive
outcome, minimising risks and avoiding any threats, a Business continuity
management (BCM) model is set up. BCM consists of a set of steps, to successfully
identify, manage and control the business processes that are, or can be
outsourced.
Another framework, more focused on the identification process of potential
outsourceable Information Systems, identified as AHP, is explained. L. Willcocks, M.
Lacity and G. Fitzgerald identify several contracting problems companies face,
ranging from unclear contract formatting, to a lack of understanding of technical
IT- processes. BPO is a sector which is processed business from outsources.
Technological pressures
Industry analysts have identified Robotic Process Automation (RPA) software as a
potential threat to the industry, and speculate as to the likely long term impact. In
the short term, however, there is likely to be little impact as existing contracts run
their course: it is only reasonable to expect demand for cost efficiency and
innovation to result in transformative changes at the point of contract renewals.
With the average length of a BPO contract being 5 years or more [ - and many
contracts being longer - this hypothesis will take some time to play out.
On the other hand, an academic study by the London School of Economics was at
pains to counter the so-called "myth" that RPA will bring back many jobs from
offshore. One possible argument behind such an assertion is that new technology
provides new opportunities for increased quality, reliability, scalability and cost
control, thus enabling BPO providers to increasingly compete on an outcomes
based model rather than competing on cost alone. With the core offering
potentially changing from a "lift and shift" approach based on fixed costs to a
more qualitative, service based and outcomes-based model, there is perhaps a
new opportunity to grow the BPO industry with a new offering.
Industry size
India has revenues of US$10.9 billion from offshore BPO and $30 billion from IT
and total BPO (expected in FY 2008). India thus has some 5-6% share of the total
BPO Industry, but a commanding 63% share of the offshore component. This 63%
is a drop from the 70% offshore share that India enjoyed last year: despite the
industry growing 38% in India last year, other locations like Philippines, and South
Africa have emerged to take a share of the market. By the year2016, the BPO
Industry in the Philippines will employ 1.2 million workers with $25 billion in
revenues. The South African call centre industry has grown by approximately 8%
per year since 2003 and it directly employs about 54,000 people, contributing
0.92% to South Africa's gross domestic product (GDP). China is also trying to grow
from a very small base in this industry. However, while the BPO industry is
expected to continue to grow in India, its market share of the offshore piece is
expected
to
decline.
Important
centres
in India are Bangalore, Gurgaon, Chennai,Kolkata, Mumbai, Pune, and New Delhi.
The Association of Southeast Asian Nations (ASEAN) countries, along with the
People's Republic of China and Indiaknown collectively as ACI countriesare
likely to see services like BPO figure strongly in their economies over the medium
term. Services trade among ACI countries has been growing at a very rapid rate
over recent years, despite starting from a relatively low baseline. Although data
are scarce and must be interpreted with caution, an analysis of applied services
sector policies in the region suggests there is much policymakers can do to
intensify this process, and increase the pace at which the transformation to a
service economy is taking place.
Eastern
Europe is
also
an
emerging
BPO
destination. McKinsey
&
Company reported that in 2010, 33,000 jobs were moved to Eastern European
countries. While the overall size of the industry and the number of developers in
Eastern Europe is lower than India, the knowledge of European languages like
French, Spanish, German, and Italian by many Eastern Europeans, as well as the
overall high quality of education in these locations, allows the BPO industry in this
region to continue to grow. For example, the region has an estimated 17.2 million
people with a tertiary education, compared to 13.6 million in India, making it an
attractive choice for BPO, especially if more specialized projects are to be

outsourced.
Business process outsourcing to India

Business process outsourcing to India refers to the business process
outsourcing services in the outsourcing industry in India, catering mainly to
Western operations of multinational corporations (MNCs).
As of 2012, around 2.8 million people work in outsourcing sector. Annual revenues
are around $11 billion, around 1% of GDP. Around 2.5 million people graduate in
India every year. Wages are rising by 1015 percent as a result of skill shortage.
History
A BPO hub in DLF Cyber City inGurgaon, India

Amex
In the second half of the 1980s, American Express consolidated its JAPAC (Japan
and Asia Pacific) back office operations into Gurgaon region.[2] This centre (called
the Financial Resource Centre East or FRC-E)was headed by an Expat Harry
Robertson, a veteran American Express employee with Raman Roy reporting to
him, Raman Roy later on quit Amex to join GE and later on started his own
enterprise called Spectramind which got later on merged with Wipro and then
later on started Quatrro BPO.
General Electric
In the 1990s Jack Welch was influenced by K.P. Singh, (a Delhi-based realtor) to
look at Gurgaon in the NCR region as a base for back office operations. Pramod
Bhasin, the India head of G.E. hired Raman Roy and several of his management
from American Express to start this enterprise called GECIS (GE Capital
International Services). Raman for the first time tried out voice operations out of
India. The operations in India were the Beta site for the GE Six sigma enterprise,
as well. The results made GE ramp up their Indian presence and look at other
locations. In 2004 GECIS was spun off as a separate legal entity by GE,
called Genpact. GE has retained a 40% stake and sold a 60% stake for $500
million to two equity companies, Oak Hill Capital Partners and General Atlantic
Partners..
IT: The headquarters of Infosys, India's third largest IT company, is located in

Bengaluru
Third party BPOs[edit]
Until G.E. most of the work was being done by "captives"- a term used for in house
work being done for the parent organisation. In 2000 Raman Roy and some team
members from GECIS quit, and with VC funding from Chrysalis Capital, started
Spectramind. At the same time, an organisation called Efunds started in Mumbai
and Gurgaon, vCustomer in New Delhi and Daksh in Gurgaon. One of the current
big BPO firms, EXL Services, started in April 1999, and in 2012 hit $442.9 million in
revenues.
However, recently, most of the Indian BPOs, even smaller and mid-sized ones, are
setting up their onshore presence in the markets they serve. Most of the large
players are improving the outsourced business processes by leveraging on their
years of experience, and now some are offering more than just plain vanilla BPO
processes. KPO, transformation and Consulting opportunities are gaining favour
among large third party BPO providers like Genpact, WNS and EXL Services.
Future of outsourcing services to India
Analysts believe that India remains a vital destination for outsourcing and expect
its annual GDP to grow at 810% for the next decade. In addition, outsourcing
efforts to India are held up as an effective remedy for concerns about both
Chinese government policy and labour force issues, such as increasing costs and
shortages.
Size of industry
HITEC city, the hub of information technology companies

The industry has been growing rapidly. It grew at a rate of 38% over 2005. For the
FY06 financial year the projections is of US$7.2 billion worth of services provided
by this industry. The base in terms of headcount being roughly 400,000 people
directly employed in this Industry. The global BPO Industry is estimated to be
worth 120150 billion dollars, of this the offshore BPO is estimated to be some
US$11.4 billion. India thus has some 56% share of the total Industry, but a
commanding 63% share of the offshore component. The U.S $7.2 billion also
represents some 20% of the IT and BPO Industry which is in total expected to have
revenues worth US$36 billion for 2006. The headcount at 400,000 is some 40% of
the approximate one million workers estimated to be directly employed in the IT
and BPO Sector.
The related Industry dependent on this are Catering, BPO training and
recruitment, transport vendors (home pick up and drops for night shifts being the
norm in the industry), security agencies, facilities management companies.
Registration of BPO as OSP
BPO/KPO/Domestic & International Call Centres/NOC etc. are covered under the
'Other
Service
Provider'
(OSP)
Category
by
the
Department
of
Telecommunications.
The companies who are providing the 'Applications Services' means providing
services like tele-banking, tele-medicine,tele-education, tele-trading, e-commerce,
call centre, network operation centre and other IT Enabled Services, by using
Telecom Resources provided by Authorised Telecom Service Providers. The
'Telecom Resource' means Telecom facilities used by the OSP including, but not
limited to Public Switched Telecom Network (PSTN), Public Land Mobile Network
(PLMN), Integrated Services Digital Network (ISDN) and /or the telecom bandwidth
provided by authorized telecom service provider having valid licence under Indian
Telegraph Act, 1885. The 'Company' means a company registered under Indian
Companies Act including foreign companies permitted by RBI under Foreign
Exchange Management Regulations and registered under Part-XI(Section 591 to
608) of the Companies Act, 1956 for setting up a place of business in India.
'Domestic OSP' are the OSP providing the Application Services within national
boundaries. 'International OSP' are the OSP providing the Application Services
beyond national boundaries.
General conditions of OSP registration
(1) Registration may be granted to any company to provide Application Services.
These service providers will not infringe on the jurisdiction of other Authorised
Telecom Service Providers and they will not provide switched telephony. (2) The
entities entitled for OSP registration must be a company registered under Indian
Companies Act,1956. (3) A Company may apply for registration to the Authority in
the proforma prescribed by the Authority from time to time.
Online system for OSP registration
It is mandatory to get new Registration Number allotted by the Online OSP
Registration system for the existing OSP Registrations. In case you have existing
registered OSP sites for which you would like to get the new Registration Number
from the system please contact Assistant Director General (ADG) of the concerned
Telecom Enforcement, Resource and Monitoring Cell (TERM Cell) [3] preferably
before applying for the login-id from the system.
Terms and conditions of the OSP registration are available on the DOT website
Leading BPO-ITes cities in India
Bangalore, Chennai, Hyderabad, Gurgaon, NCR, Mumbai and Pune are Tier I cities
that are leading IT cities in India.
With rising infrastructure costs in these cities, many BPO's are shifting operations
to
Tier
II
cities
like Kolkata, Nashik, Sangli, Aurangabad (Maharashtra), Mangalore, Mysore, HubliDharwad, Belgaum, Coimbatore, Nagpur, Trichy, Kochi, Trivandrum, Chandigarh,Mo
hali, Panchkula, Ahmedabad, Bhubaneshwar, Jaipur, Visakhapatnam, Raipur and L
ucknow
Tier II cities offer lower business process overhead compared to Tier I cities, but
have a less reliable infrastructure system which may hamper dedicated
operations. The Government of India in partnership with private infrastructure
corporations is working on bringing all around development and providing robust
infrastructure all over the nation.
Criticisms
The BPO industry in India faces two key criticisms
The first criticism concerns the damaging psychological effects on Indian callcentre employees who are expected to ape the Western employees they have
replaced in terms of accents, slang and even names.[6]
The second criticism focuses on the wider ramifications of the industry's political
influence. It has been claimed that this influence, which far exceeds the industry's
economic contribution, has allowed the industry to secure the support and
resources of the Indian state ahead of other sectors of the national economy
where the developmental returns would be far greater.
Call centre
For the contact centres in family law, see children's centre.
A 1970 police call centre in Brierley Hill, England

A call centre or call center is a centralised office used for receiving or
transmitting a large volume of requests by telephone. An inbound call centre is
operated by a company to administer incoming product support or information
inquiries from consumers. Outbound call centers are operated for telemarketing,
solicitation of charitable or political donations, debt collection and market
research. A contact centre is a location for centralised handling of individual
communications,
including letters, faxes, live
support
software, social
media, instant message, and e-mail.
A call centre has an open workspace for call centre agents, with work stations that
include a computer for each agent, a telephone set/headset connected to
a telecom switch, and one or more supervisor stations. It can be independently
operated or networked with additional centres, often linked to a
corporate computer network, including mainframes, microcomputers and LANs.
Increasingly, the voice and data pathways into the centre are linked through a set
of new technologies called computer telephony integration.
The contact centre is a central point from which all customer contacts are
managed. Through contact centres, valuable information about company are
routed to appropriate people, contacts to be tracked and data to be gathered. It is
generally a part of companys customer relationship management.
A contact centre can be defined as a coordinated system of people, processes,

technologies and strategies that provides access to information, resources, and
expertise, through appropriate channels of communication, enabling interactions
that create value for the customer and organization.Contact centres, along with
call centres and communication centres all fall under a larger umbrella labelled as
the contact centre management industry. This is becoming a rapidly growing
recruitment sector in itself, as the capabilities of contact centres expand and thus
require ever more complex systems and highly skilled operational and
management staff.
The majority of large companies use contact centres as a means of managing
their customer interaction. These centres can be operated by either an in house
department responsible or outsourcing customer interaction to a third party
agency (known as Outsourcing Call Centres).
History
The earliest call centers were created during the 1960s, and were known as
"Private Automated Business Exchanges" (PABX). The earliest example of a call
centre was in the UK is at the Birmingham Press and Mail. [4] They had a GEC PABX
4 ACD, installed in 1965.
The coining of the term "call center" is more recent, with the first published use of
the term in 1983.
Technology
Call centre desk environment inLakeland, Florida, United States (2005)

Call centre technologies include speech recognition software to allow computers to
handle first level of customer support, text mining and natural language
processing to allow better customer handling, agent training by automatic mining
of best practices from past interactions, support automation and many other
technologies to improve agent productivity and customer satisfaction. Automatic
lead selection or lead steering is also intended to improve efficiencies, both for
inbound and outbound campaigns. This allows inbound calls to be directly routed
to the appropriate agent for the task, whilst minimizing wait times and long lists of
irrelevant options for people calling in. For outbound calls, lead selection allows
management to designate what type of leads go to which agent based on factors
including skill, socioeconomic factors and past performance and percentage
likelihood of closing a sale per lead.
The universal queue standardizes the processing of communications across
multiple technologies such as fax, phone, and email. The virtual queue provides
callers with an alternative to waiting on hold when no agents are available to
handle inbound call demand.
A typical call centre telephone. Note: no handset, phone is for headset use only
(2005)
Premises-based technology
Historically, call centres have been built on Private branch exchange (PBX)
equipment that is owned, hosted, and maintained by the call centre operator
themselves. The PBX can provide functions such as automatic call
distribution, interactive voice response, and skills-based routing.
Virtual call centre
In virtual call centre model, the call centre's operator pays a monthly or annual fee
to a vendor that hosts the call centre telephony equipment in their own data
centre. In this model, the operator does not own, operate or host the equipment
that the call centre runs on. Agents connect to the vendor's equipment through
traditional PSTN telephone lines, or over voice over IP. Calls to and from prospects
or contacts originate from or terminate at the vendor's data centre, rather than at
the call centre operator's premises. The vendor's telephony equipment then
connects the calls to the call centre operator's agents.
Virtual call centre technology allows people to work from home, instead of in a
traditional, centralised, call centre location, which increasingly allows people with
physical or other disabilities that prevent them from leaving the house, to work.
The only thing that is mandatory is to have an Internet access and a workstation.
Cloud computing
Cloud computing for call centres extends cloud computing to software as a
service, or hosted, on-demand call centres by providing application programming
interfaces (APIs) on the call centre cloud computing platform that allow call centre
functionality to be integrated with cloud-based customer relationship
management, leads management, and other applications. Computer telephony
integration APIs provide developers with access to basic telephony controls and
sophisticated call handling on the call centre platform from a separate application.
Configuration APIs provide programmatic control of administrative functions of the
call centre platform which are typically accessed by a human administrator
through a graphical user interface.
Description
Services
A very large call centre in Lakeland, Florida (2006)

Contact centers run support or help desks, which regularly answers technical
questions from customers and assists them using their equipment or software.
Support
desks
are
used
by
companies
in
the
computing,telecommunications and consumer electronics industries.
Customer service contact centres answer specific queries relating to customer
issues, in the banking and utility sectors these are frequently used to answer
customer questions relating to their account or payments, this type of service may
even be used to respond to customer complaints and undertake retention
strategies for unsatisfied customers.
Contact centres also carry out sales and marketing activities; these can be
performed through cold calling strategies and increasingly through live chat
applications on company websites.
Dynamics
Call centre worker confined to a small workstation/booth, using CallWebInternetbased survey software
A contact centre supports interaction with customers over a variety of media,
including telephony, e-mail, and internet chat. A telephone answering service is a
more personalised version of the call centre, where agents get to know more
about their customers and their callers; and therefore look after calls just as if
based in their customers' office.
Calls may be inbound or outbound. Inbound calls are made by consumers, for
example to obtain information, report a malfunction, or ask for help. In contrast,
outbound calls are made by agents to consumers, usually for sales purposes
(telemarketing). A "blended" center combines both inbound and outbound
campaigns where each type of agent (inbound or outbound) can handle the
overflow of the other.
Call centre staff are often organised into a multi-tier support system for more
efficient handling of calls. The first tier consists of operators, who initially answer
calls and provide general information. If a caller requires more assistance, the call
is forwarded to the second tier (in the appropriate department depending on the
nature of the call). In some cases, there are three or more tiers of support staff.
Typically the third tier of support is formed of product engineers/developers or
highly skilled technical support staff for the product.
Outsourcing
In contrast to in house management, outsourced bureau contact centres are a
model of contact centre that provide services on a "pay per use" model. The
overheads of the contact centre are shared by many clients, thereby supporting a
very cost effective model, especially for low volumes of calls. Outsourced centers
have grown in popularity. There is criticism of the outsourcing model.
Companies that regularly utilise outsourced contact centre services include British
Sky Broadcasting and Orange in the telecommunications industry, Adidas in the
sports and leisure sector, Audi in car manufacturing[14]and charities such as
the RSPCA.
Outsourced call centers are often located in the developing countries, where
wages are significantly lower. The call center industry in the Philippines and call
center industry in the Bangladesh serve as good examples.
Call Centers in Healthcare
The healthcare industry has used outbound call center programs for years to help
manage billing, collections, and patient communication. [15] The inbound call center
is a new and increasingly popular service for many types of healthcare facilities,
including large hospitals. Inbound call centers can be outsourced or managed inhouse. MountainStar Healthcare is one of the first companies to build an inbound
call center in-house. American Health Connection is an American healthcare call
center corporation with a focus on inbound call centers that utilize outsourcing.
These healthcare call centers are designed to help streamline communications,
enhance patient retention and satisfaction, reduce expenses and improve
operational efficiencies.
Evaluation
Mathematical theor
Queueing theory is a branch of mathematics in which models of service systems
have been developed. A call centre can be seen as a queueing network and
results from queueing theory such as the probability an arriving customer needs to
wait before starting service useful for provisioning capacity.(Erlang's C formula is
such a result for an M/M/c queue and approximations exist for an M/G/k queue.)
Statistical analysis of call centre data has suggested arrivals are governed by
an inhomogeneous Poisson process and jobs have a log-normal service time
distribution.
Call centre operations have been supported by mathematical models beyond
queueing, with operations research, which considers a wide range of optimisation
problems seeking to reduce waiting times while keeping server utilisation and
therefore efficiency high.
Metrics
Some vital call centre performance metrics
Customer Satisfaction: a measure of how products and services supplied by

a company meet or surpass customer expectation. C-SAT is based on
customers experience with the support or service. The scoring for this answer
is most often based on a 0 to 10 scale.
Average Handling time: a key measure for any contact center planning
system, as it tells you how long a new item of work takes to be handled and
not just the talk time.
Revenue Per Call: usually used in sales projects which calculates the effort
of a representative with respect to increasing sales. RPC can be calculated by
dividing the total amount of sale by total number of calls.
First Call Resolution: properly addressing the customers need the first time
they call, thereby eliminating the need for the customer to follow up with a
second call.
Total Problem Resolution: percentage of time the problem has been

completely resolved from the customer point of view. This KPI is mostly used
for: Operational Excellence. This keeps troubleshooting time to a minimum,
which, according to industry averages, currently accounts for as much as 80
percent of total problem resolution time, and gets the problem fixed.
Net Promoter Score: measures the loyalty that exists between a provider
and a consumer. NPS is based on a direct question: How likely is it that you
would recommend our company/product/service to a friend or colleague? The
scoring for this answer is most often based on a 0 to 10 scale.
Quality Scores: by far the most common metric used. It provides the ability
to look at the overall caller experience and the conversations that agents are
using on their phone calls.
Service Level Agreement: an agreement between two or more parties where

one is the customer and the others are service providers. The contract may
involve financial penalties and the right to terminate the contract if the SLA
metrics are consistently missed.
Active & Waiting Calls: measures current volume of active calls compared to
the number of callers waiting to be patched through to an agent. This is a realtime status metric that should be shared with all the agents to offer them
insight on their performance. Agents should be encouraged to resolve calls on
a timely basis in order to get to the next caller in queue and not keep the
callers on wait.
Call Abandonment: measures the number of calls that are disconnected

before they can be connected to one of your agents. This metric is closely
related to Service Level and Customer Satisfaction. Customers are not
expected to be patient. They will hang up and possibly switch their brand
loyalties.
Forecast Accuracy: better described as forecasted contact load vs. actual

contact load. It is a performance metric that reflects the percent variance
between the number of inbound customer contacts forecasted for a particular
time period and the number of said contacts actually received by the center
during that time period.
Staff Turnover/Retention: The best way to measure the satisfaction of your

workforce is to look at the percentage of staff that leaves. There can be some
telling information in these numbers and it is crucial to track and analyze the
turnover rates in many ways.
Up-Sell/ Cross-Sell Rate: simply the success rate of generating revenue

above the original intention of the call. It is becoming an increasingly common
practice, not just for pure revenue-generating call centers but for customer
service centers as well.
Staff Shrinkage: the percentage of time that employees are not available to
handle calls. It is classified as non-productive time, and is made up of meeting
and training time, breaks, paid time off, off-phone work, and general
unexplained time where agents are not available to handle customer
interactions.
Blockage:a measure of accessibility that indicates what percentage of

customers will not be able to get in touch with the contact center at a given
time due to insufficient network facilities.
Cost Per Call: A major factor determining revenue is the cost of running the
organization. A common measure of operational efficiency is cost incurred for
each minute of handling the call workload, commonly referred to as Cost per
Call. This cost per call can be simply a labor cost per call, or it can be a fully
loaded rate that includes payroll in addition to telecommunications, facilities,
and other services costs.
Criticism and performance

Some critics of call centres argue that the work atmosphere in such an
environment is dehumanising. Others point to the low rates of pay and restrictive
working practices of some employers. There has been much controversy over such
things as restricting the amount of time that an employee can spend in the
toilet. Call centres have also been the subject of complaints by callers who find
the staff often do not have enough skill or authority to resolve problems, while the
staff sometimes appear apathetic. Other research illustrates how call center
workers develop ways to counter or resist this environment by integrating local
cultural sensibilities or embracing a vision of a new life.
Telephone calls are easily monitored, and the close monitoring of call centre staff
is widespread. This has the benefit of helping the company to plan the workload
and time of its employees. However, it has also been argued that such close
monitoring breaches the human right to privacy. Most call centres provide
electronic reports that outline performance metrics, quarterly highlights and other
information about the calls made and received.
Criticisms of call centres generally follow a number of common themes, from both
callers and call centre staff. From callers, common criticisms include:
Operators working from a script
Ignoring or delaying the calls from the more difficult customers (call
screening)
Incompetent or untrained operators incapable of processing customers'

requests effectively
Obsequious behavior by operators (e.g., relentless use of "sir", "ma'am" and

"I'd be more than happy to assist you")
Overseas location, with language and accent problems
Touch tone menu systems and automated queuing systems
Excessive waiting times to be connected to an operator
Complaints that departments of companies do not engage in communication

with one another
Deceit over location of call centre
Requiring the caller to repeat the same information multiple times
Common criticisms from staff include:
Close scrutiny by management (e.g. frequent random call monitoring)
Low compensation (pay and bonuses)
Restrictive working practices (some operators are required to follow a prewritten script)
High stress: a common problem associated with front-end jobs where

employees deal directly with customers
Repetitive job task
Poor working conditions (e.g. poor facilities, poor maintenance and cleaning,
cramped working conditions, management interference, lack of privacy and
noisy)
Lack of support for employees with impaired vision and hearing problems
Rude and abusive customers
Lack of advancement opportunities (Most call center positions tend to

be dead-end jobs until the employee decides to leave the company, resulting in
high turnover rates within the call centre)
The net-net of these concerns is that call centres as a business process exhibit
levels of variability. The experience a customer gets and the results a company
achieves on a given call are almost totally dependent on the quality of the agent
answering that call.Call centres are beginning to address this by using agentassisted automation to standardise the process all agents use. Anton and Phelps
have provided a detailed manual on how to conduct the performance evaluation of

the business, whereas others are using various scientific technologies to do the
jobs. However, more popular alternatives are using personality and skill based
approaches. The various challenges encountered by call operators are discussed
by several authors.
Unionization
Unions in North America have made some effort to gain members from this
sector, including the Communications Workers of America and the United
Steelworkers. In Australia, the National Union of Workers represents unionised
workers; their activities form part of the Australian labour movement. In Europe,
Uni Global Union of Switzerland is involved in assisting unionisation in this realm
and in Germany Vereinte Dienstleistungsgewerkschaft represents call centre
workers.
Media portrayals
Indian call centres have been the focus of several documentary films, the 2004
film Thomas L. Friedman Reporting: The Other Side of Outsourcing, the 2005
films John and Jane, Nalini by Day, Nancy by Night, and 1-800-India: Importing a
White-Collar Economy, and the 2006 film Bombay Calling, among others. An
Indian call centre is also the subject of the 2006 film Outsourced (film) and a key
location in the 2008 film, Slumdog Millionaire. BBC The Call Centre is an often
distorted although humorous view of life in a Welsh Call Centre.There are critics of
call centres who argue that the working environment within call centre's are
dehumanising The Call Centre argues against this point, and tries to illustrate that
you can have high employee engagement within a call centre.
PROSPECTS OF THE CENTER.
Evetrix Technologies was founded in 2015 in a response to the ever increasing

need for high quality low cost business process out sourcing services. Evetrix
Technologies is a professional services firm dedicated to making offshore services
work for our customers. We are a leading provider of offshore outsourcing services
to corporations of any size, located strategically. We share our knowledge of
offshore development, our deep project management experiences, processes and
methodology and wide network of personnel sources to ensure an outsourcing
strategy that works for you.
>>> Corporate Office and Call Centre Facilities
>>> Number of Employees - 30
>>> Multilingual Capabilities
Evetrix Technologies 's personnel are empowered to provide our clients with the
highest level of quality and service; our people are at the forefront of our business.
Each employee contributes to our success and understands that our customers
are why we exist. At BPO Worldwide, we recognize and reward achievement,
diversity, and creativity. Over 50 + service professionals, including CSRs,
Telephone
Interviewers,
Data
Entry
Representatives
and
experienced
management team staff are our facilities.
Our staff consists mainly of college graduates from the local university. The
average resource is a median age of 26, bilingual, and has a college degree. BPO
Worldwide Quality Control Department monitors each interviewer a minimum of

eight times per month. The current Quality Control ratio is 12:1
(QC manager to Interviewer). New interviewers are monitored up to 15 times per
month in their first few months.
Once a project is awarded to Evetrix Technologies a full-time Account Manager is
assigned, so with each new project the AM will pinpoint the exact needs of the
client. This individual will act as a liaison and is the client's internal advocate at
Newbie Soft Solutions.
SERVICES PROVIDED BY OF THE CENTER

Evetrix Technologies offers a wide range of call center solutions to our clients and
their customers. Today's consumer is more demanding than ever. In the global
marketplace, 24 hour/7 days a week service is often expected. Providing
additional channels of communication for customer contact is essential in
establishing the credibility of your operation. Well be there to greet your
customers when you're not.
Evetrix Technologies web enabled service representatives can answer customer

concerns, take orders, or simply answer questions about your products or services
on a 24/7/365 basis. CK One offshore multilingual call-center is dedicated to
servicing our clients in English. Our call center services include order taking, direct
response support, help desk services, telesales, appointment scheduling, overflow
call management, dealer referrals and general customer service support.
>>> Customer care

>>> Direct Response
>>> Research & Surveys
>>> Technical Support
>>> Collections
>>> Data Management
PRESENT ON GOING PROCESS:

SEMI VOICE CRUZELINE (U S PROCESS)
Semi voice is nothing but interact with customer through help of recorded voice....
In voice: We need to speak with customer in own voice Semi voice: We going to
speak
with
customer
through
help
of
recorded
voice.
FORM FILLING (U S PROCESS)
CONSTITUTIONS AND SECTOR

Constitution: A Call Center by name and style of Evetrix Technologies Pvt Ltd is
constituted to take up the project for CALL CENTER SOLUTIONS.
The Names of the Directors is Mr. Lanka Chaitanya
Ms. R. Lakshmi Sunita
Mr. K P V R Raghavender
Mr. K N. Satyanarayana
Sector:
The proposed Center comes under Service Sector for which Registration has been
obtained.
BACKGROUND OF THE DIRECTORS

1. Mr. Lanka Chaitanya, S/o Sri L. Anand, aged 29 years, residing at D.No:
7-7-16, Banjipalli St, Srikakulam. He is a MBA Post Graduate. He is
having vast experience in the Call Center Service of about 5 years at
Genpact, Hyderabad. He is having hands on experience in this line of
activity. He plays a key role for this project successful. He is the
Executive Director of the Company
2. Ms. Lakshmi Suneetha, D/o Sri R. Raghava Rao, aged 25 years,
residing at Flat No 503, Vasavi Paradise, Ganesh Nagar, Near NAD Jn.,
Visakhapatnam 9. She passed MBA from Andhra University. She is
having some sort of experience in the same line of activity. She is the
Managing Director of the Company
3. Mr. K P V R Raghavender, S/o Sri K V Satyanarayana Murthy aged 29
years residing at SF1, Talapula Oceanic Apts, Appughar, Beach Road,
Visakhapatnam 17. He is a Graduate. He is having technical

knowledge. He is the Executive Director of the Company
4. Mr. K N Satyanarayana S/o Sri K Bhaskar Raju aged 39 years residing
at
Phase
II,
Near
Bharat
Gas,
VUDA
Colony,
Madhavadhara,
Visakhapatnam. He is a Graduate. He is the Executive Director of the

Company
TECHINCAL KNOW-HOW
INFRASTRUCTURE
TECHNOLOGY
Evetrix Technologies leverages proven technologies to offer advantages not
commonly found in the customer contact outsourcing industry. This has undergone
many changes, specifically in the shift from analog voice to integrated IP Contact
Center technologies, from a single contact channel (voice) to multi-channels
(voice, Email, web chat, web collaboration, web call back, VOIP, fax, video, etc).
Evetrix Technologies invests on an ongoing basis in solutions and platforms that
bring tangible value to our clients and employees.
>>> Artisoft Tele Vantage Call-Center

>>> CRM & Telemarketing Systems
>>> HPHighend Servers
>>> International VoIP (Tier 1 & 2)

>>> Online UPS Backup
>>> Redundant Internet Providers
>>> Our Mobile Communications provider is Vodafone
>>> Office Land Line provider is Tata Indicom.
PEOPLE
People are the cornerstone of the outsourcing industry. Attracting and retaining
highly motivated personnel is a critical success factor. Evetrix Technologies
personnel are equipped with the best tools to make them successful in their job.
They are educated and trained on an ongoing basis on all the key aspects of their
job. We link pay to performance. We allow and encourage employees to rotate
between different client programs, and we encourage them to grow in the
organization by taking up more responsibilities. This results in lower attrition rates,
resulting in higher customer satisfaction and lower cost for our clients. Our hiring
criteria are selective, because we know that the best people deliver the best
results.
CAREERS
Career is the foundation pillar of a person's future. Striking the right note at the
right time is advisable. ITES Match Online is specially designed for IT Enabled
services. We help bridging the gaps between the "Outsourcing Clients" and the
"ITES Companies". Not limiting our services to a particular part, we cater to clients
nationally, internationally and globally. After tremendous success in the ITES field,
we are planning to venture into yet another arena wherein we can be a medium in
building strong careers
Our dynamic growth is chiefly based on our pre-planned goal and a vision to
accomplish our dreams. With a dedicated team who will leave no tables unturned
in helping you accomplish your dream job. Choosing ITES Match Online for your
job requirements will prove to be highly fruitful with a promising career ahead. The
job you are looking out for can range anywhere between.
>>> Call Center Employee
>>> Data Entry Operators
LOCATION AND IT'S ADVANTAGES

LAND:
The
proposed
location
of
the
Company
is
situated
at
Visakhapatnam . The site is located centrally notified backward area. The

location of the industry has considerable influence on the technoeconomical facility of the project. There are various factors contributing to
the functioning of an industry and following are the primary factors taken
into consideration.
REASONS FOR THE SELECTION OF THE SITE:
1. Availability of labour at economically rate.
2. Adequate supply of electricity power.
3. Adequate supply of water throughout the year.
4. The site is well connected with road facility.

5. Banking facilities and Government supports.
6. Adequate Transport facilities for economical transportation of finished
product and
Spare parts.
7. Nearness to the Market.
MARKET STUDY
The BPO Industry in India
In India, Business Process Outsourcing (BPO) is the fastest growing segment of the
ITES (Information Technology Enabled Services) industry. Factors such as economy
of scale, business risk mitigation, cost advantage, utilization improvement and

superior competency have all lead to the growth of the Indian BPO industry.
Business process outsourcing in India, which started around the mid-90s, has now
grown by leaps and bounds.
India is now the world's favored market for BPO companies, among other
competitors, such as, Australia, China, Philippines and Ireland. The BPO boom in
India is credited to cheap labor costs and India's huge talent pool of skilled,
English-speaking professionals. Research by the National Association of Software
Services and Companies (NASSCOM) has revealed that quality orientation among
leading BPO companies, 24/7 services, India's unique geographic location and the
investor friendly tax structure in India have all made the BPO industry in India very
popular.
What is business process outsourcing?
The term Business Process Outsourcing or BPO as it is popularly known, refers to
outsourcing in all fields. A BPO service provider usually administers and manages
a particular business process for another company. BPOs either use new
technology or apply an existing technology in a new way to improve a particular
business process. India is currently the number one destination for business
process outsourcing, as most companies in the US and UK outsource IT-related
business processes to Indian service providers.
Services offered by Indian BPO companies
Indian BPO companies offer varied services, such as, customer support, technical
support, telemarketing,insurance
processing, data
processing, forms
processing, bookkeeping and internet / online / web research.

1.
Customer support services: 24/7 inbound / outbound call center services

that address customer queries and concerns through phone, email and live
chat.
2.
Technical
support
services: Installation,
product
support,
running
support, troubleshooting, usage support and problem resolution for computer

software, hardware, peripherals and internet infrastructure.
3.
Telemarketing services: Interacting with potential customers and creating

interest for the customer's services/ products. Up-selling, promoting and cross
selling to existing customers and completing online sales processes.
4.
IT help desk services: Level 1 and 2 multi-channel support, system

problem resolutions, technical problem resolution, office productivity tools
support, answering product usage queries and performing remote diagnostics.
5.
Insurance processing: New business acquisition and promotion, claims

processing, policy maintenance and policy management.
6.
Data entry and data processing: Data entry from paper, books, images,
e-books, yellow pages, web sites, business cards, printed documents, software
applications, receipts, bills, catalogs and mailing lists.
7.
Data
conversion
services: Data
conversion
for
databases,
word
processors, spreadsheets and software applications. Data conversion of raw

data into PDF, HTML, Word or Acrobat formats.
8.
Bookkeeping and accounting services: Maintenance of the customer's

general ledger, accounts receivables, accounts payables, financial statements,
bank reconciliations and assets / equipment ledgers.
9.
Form
processing
services: Online
form
processing, payroll
processing, medical billing, insurance claim forms processing and medical

forms processing.
10.
Online research: Internet search, product research, market research,
surveys, analysis, web research and mailing list research.

Interesting facts about the Indian BPO industry
The BPO sector in India is estimated to have reached a 54 per cent growth in
revenue
The demand for Indian BPO services has been growing at an annual growth
rate of 50%
The BPO industry in India has provided jobs for over 74,400 Indians. This
number is continuing to grow on a yearly basis. The Indian BPO sector is soon to
employ over 1.1 million Indians
70% of India's BPO industry's revenue is from contact centers, 20% from
data entry work and the remaining 10% from information technology related
work
Indian BPOs handle 56% of the world's business process outsourcing
The top fifteen BPO companies in India

NASSCOM recently conducted a survey and evaluated the leading BPO service
providers across India. The top fifteen business process outsourcing companies in
India are:
WNS Group
Wipro Spectramind
Daksh e-Services
Convergys
HCL Technologiess
Zenta
First Source
MphasiS
EXL
Tracmail
GTL Ltd
vCustomer
HTMT
24/7 Customer
Sutherland Technologies
Outsource your BPO work to India

Get ahead of your competitors, cut down on operational costs and get access to
the services of skilled professionals, all by outsourcing non-core BPO work to India.
Make a decision to outsource to India today and watch your business grow
exponentially
NASSCOM reports also stated that the industry hired 160,000 employees in 2013,
and provided direct Job opportunity to 3.1 million people and indirect employment
to 10 million people. As Per Report By NASSCOM, Indian IT and ITeS industry is
likely to grow to about $300 billion by 2020 in sectors like e-commerce, software
product and the IT market. Alongside bottomless development opportunities, IT
sector is one of the highest paying
As Per Report By NASSCOM, Indian IT and ITeS industry is likely to grow to about
$300 billion by 2020 in sectors like e-commerce, software product and the IT
market. Alongside bottomless development opportunities, IT sector is one of the
highest paying sector in India.
More than 50% population of India is below the age of 25. the number of high
salaried and Skilled professional is going to be more than the present. over 33,023
colleges and nearly 634 universities Producing more than 1.76 million (1761976)
engineering seats across India, which is more than the US and China combined.
India produces 1.76 Million Pass Outs Engineers Every Year. India is the second
largest English-speaking country in the world
Growth Factor of Indian IT and ITeS industry
Rapid industrialization and growth of IT parks in the country

Development of SEZ to get tax benefits
A large number of resource offered in the country
Low Setup cost and operating costs
Scheme for Skill Development in ESDM for Digital India
Various Scheme for IT Mass Literacy in the Country
Partial privatization of telecommunication
Review of compensation according to the skills
Entry of talented fresher in the industry
Increasing number of skilled professionals in IT.
Information Technology Services and Industry Overview

Indian Companies in IT industry provide services such as data warehousing,
business outsourcing, systems planning, enterprise resource planning,
training ,software development, technical support & consulting,
computer
systems
design
(Hardware
&
Software),
Website
development ,mobile app development and data processing facilities
management. Management consulting services include consulting related
to strategic planning, marketing, and human resources. Another major
revenue sources include scientific and technical consulting services.
Demand & Competitive Landscape in IT and ITeS (BPO) industry India
Demand in IT and ITeS (BPO) industry in India is driven by the needs of the
entrepreneurs, businesses, non-profit institutions, and government organizations
for outside advice and services.
Demand for IT services in India is driven by rapid technological
advancements and Increasing number of skilled professionals in IT
Industry. Depending on technical expertise, innovative services, and effective
marketing, IT Companies are making very good profit In India. The Success of
Individual companies depends on their ability to maintain a steady flow & the
efficiency of their operations of the business. Large firms have advantages in
being able to offer broad ranges of services and to take on more complex projects.
Large companies have global advantage and they provide outsourcing
services to big corporate customers. Small companies compete effectively by
offering specialized IT services in market niches. Small Companies and Startups
are partnering with larger companies located in India and western countries like
USA, UK and Australia that want to broaden their mix of services
PROJECT DETAILS:
a. PROJECT COST & MEANS OF FINANCE
PROJECT COST
Land
Buildings
Equipments
Working capital Margin
AMOUN
T
Lease
Lease
30.00
5.00
MEANS
FINANCE
Capital
Total
35.00
OF AMOUN
T
12.50
Term Loan
22.50
TOTA 35.00
Promoters Contribution
: 27.77%
Debt/Equity
: 2.33 : 1
Fund Based Limits:

A. Term Loan.
B. Working Capital.
: Rs: 22.50 lacs

: Rs: 10.00 lacs.
DETAILS ON INDIVIDUAL HEADS OF PROJECT COST

LAND: T h e p r o p o s e d C o m p a n y h a s a l r e a d y a c q u i r e d l a n d f o r
lease at Madhavadhara VUDA Layout, Visakhapatnam Dist, and
Andhra Pradesh. The location is quite suitable for setting up
the Company
LIST OF EQUIPMENT PROPOSED TO BE ACQUIRED:
All the Equipment required for the proposed project would be procured
indigenously and the details of the same are given below.
iii.
Furniture fixtures and other Assets:

The furniture and fixture proposed to be purchased include production
furniture, fixture involving production tables, office cabinets and racks,
executive tables, chairs, office filling cabinets, Computers & Laptops.
Vehicles will be purchased for facilitating movements of workers.
.
vii. WORKING CAPITAL:
The company has provided Rs.15.00 lacs towards this item in the total
project cost.
The Company is at present approaching for Term Loan and
working capital for sanction of working capital loan of Rs: 10.00 lacs.
DETAILS INDIVIDUAL HEADS ON MEANS OF FINANCE

SHARE CAPITAL:
The Firms capital was fixed at Rs. 12.50 Lacs, all the partners will contribute.
The promoter contribution included NEF works out 30.00% of the Project Cost.
TERM LOAN:
The Firm desires to avail Term Loan of Rs.22.50 lacs from Bank/financial
Institutions, to meet part cost of the project cost, of the total project cost of Rs.
45.00 lacs. The amount would be repayable in 28 quarterly installments, with a
moratorium of twelve months from the date of commencement of commercial
production. However, the interest on the term loan would be payable, as and when
it is applied on the account. The details of the repayment program are placed as
an ANNEXURE.
UTILITIES AND SERVICES

Power
Requirement of power and its arrangements:
The company requires 10 H.P. power connections for the proposed project from
state electricity board. The company also proposes to acquire 1 DG set of 200 KVA
as stand by arrangement.
Water
Requirement of Water
The company requires about 500 liters of water per day for process and other
uses. The required amount of water can be obtained by Bore well. It is sufficient to
meet the above requirement.
Man power:
The man power requirement of project is as under:
Particulars
No.
of Functional Area
employee
s
Key
managerial 4
Finance,
Marketing,
staff
Quality control
Administration
1
Office work
Skilled and semi 30
BPO Executives
skilled
Total
35
Production,
Qualified and Skilled man power is available in and around Visakhapatnam

and Vijayawada both on permanent and temporary basis. We can also utilize
services of experts on ad-hoc basis for production of specialty products.
The company is planning to have good team of employees in all areas. Looking in
to long term planning, company will take all the necessary steps to develop a
good team of work force. The company will provide all basic amenities to staff
such as Medical Health, children education, transport, canteen facility, transport,
clothing, financial assistance, family welfare etc.
The company will organize training classes for all the staff in the areas of Process
up gradation, Quality control, cost reduction techniques, safety etc.
SWOT ANALYSIS
Strengths
Highly skilled, English-speaking workforce.
Abundant manpower
Cheaper workforce than their Western counterparts. According to Nasscom,

The wage difference is as high as 70-80 percent when compared to their
Western counterparts.
Lower attrition rates than in the West.
Dedicated workforce aiming at making a long-term career in the field.
Round-the-clock advantage for Western companies due to the huge time

difference.
Lower response time with efficient and effective service.
Operational excellence
Conducive business environment
Weaknesses
Recent months have seen a rise in the level of attrition rates among ITES
workers who are quitting their jobs to pursue higher studies. Of late workers
have shown a tendency not to pursue ITES as a full-time career.
The cost of telecom and network infrastructure is much higher in India than
in the US.
Manpower shortage
Local infrastructure
Political opposition from developed countries

Opportunities
To work closely with associations like Nasscom to portray India as the most
favoured ITES destination in the world.
Indian ITES companies should work closely with Western governments and
assuage their concerns and issues.
India can be branded as a quality ITES destination rather than a low-cost

destination.
$169 billion ITES business by 2020
$197.5 billion IT (consulting, software solutions) market by 2020
Threats
The anti-outsourcing legislation in the US state of New Jersey. Three more

states in the United States are planning legislation against outsourcing
Connecticut, Missouri and Wisconsin.
Workers in British Telecom have protested against outsourcing of work to

Indian BPO companies.
Other ITES destinations such as China, Philippines and South Africa could
have an edge on the cost factor.
Slowdown of demand
ASSUMPTIONS
Assumptions
underlying
for
preparation
of
Fi n a n c i a l
Statements:
Process:
Current Process
N o o f Wo r k i n g d a y s
: S e m i Vo i c e P r o c e s s ( N i g h t S h i f t )
: 365 days
Operating Billing:
2016-17:
Fo r S e m i Vo i c e P r o c e s s :
Hourly Billing: Rs. 500/We e k l y B i l l i n g : R s . 2 8 , 0 0 0 / Monthly Billing: Rs. 28000*30 = Rs. 8,40,000.00
No. of months: 12 = 840,000x12 = Rs. 100,80,000.00
Deposit Amount for the Project:

Deposited Amount for the Process is Rs. 25,00,000.00
P o w e r & Fu e l :
In 2016-17:
Po w e r a n d Fu e l i s e s t i m a t e d a s
1 0 x 2 4 x 3 6 5 x . 7 4 6 x . 8 0 x . 6 0 x 6 . 5 0 = 2 , 0 3 , 8 9 0 . 7 5 2 Pe r a n n u m
Wa g e s :
In 2016-17:
Wa g e s a r e c a l c u l a t e d a s u n d e r
Executives
90
Nos.
Rs.
10,000/-
Pe r
Month
Rs.
15,000/-
Pe r
Month
=9,00,000
A d m i n S t a ff
Nos
=120,000
W a t c h & Wa r d
2 Nos
x R s . 5 , 0 0 0 / - Pe r M o n t h
10,000
__________
355,000 * 12
=
42,60,000.00
42.60 lacs
or
say
Administrative Expenses:
In 2016-17:
Internet Charges: Rs. 60,000/ month i.e. Rs. 7,20,000.00
O ffi c e R e n t
: Rs. 15,000/ month i.e. Rs. 1,80,000.00
Miscellaneous : Rs. 2500/ month i.e., Rs.
30,000.00
It includes telephone, sadar, travelling expenses.
Cost of Sales:
Yearly Billing: 2016-17
Semi Voice Process = Rs. 1 0 0 , 8 0 , 0 0 0 .00
Expenses (Deposit Amount + Power=
76,90,000.00
+ Wages + Admin. Expenses)
TOTAL
Rs.
Rs. 23,90,000.00

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Evetrix Technologies

SCOPE OF THE PROJECT

CONSTITUTION AND SECTOR

BACKGROUND OF THE DIRECTORS

LOCATION AND ITS ADVANTAGES

PROJECT COST & MEANS OF FINACNE

DETAILED NOTES ON ESTIMATED PROJECT COST

DETAILED NOTES ON MEANS OF FINANCE

: EVETRIX TECHNOLOGIES PVT LTD

2. Location of the Center.

6. Name of the Directors.

: Mr. Lanka Chaitanya

: Term Loan: Rs. 22.50 Lacs +

Working Capital: Rs. 10.00 Lacs

: Rs. 32.50 Lacs

BRIEF ABOUT COMPANY

A business process outsourcing office in Bacolod City, Philippines

HITEC city Hyderabad, India, the hub of information technology companies

otherwise sacrifice in order to become efficient as they expanded. It avoids a

attractive choice for BPO, especially if more specialized projects are to be

Business process outsourcing to India

A BPO hub in DLF Cyber City inGurgaon, India

IT: The headquarters of Infosys, India's third largest IT company, is located in

HITEC city, the hub of information technology companies

A 1970 police call centre in Brierley Hill, England

A contact centre can be defined as a coordinated system of people, processes,

Call centre desk environment inLakeland, Florida, United States (2005)

A very large call centre in Lakeland, Florida (2006)

Customer Satisfaction: a measure of how products and services supplied by

Total Problem Resolution: percentage of time the problem has been

Service Level Agreement: an agreement between two or more parties where

Call Abandonment: measures the number of calls that are disconnected

Forecast Accuracy: better described as forecasted contact load vs. actual

Staff Turnover/Retention: The best way to measure the satisfaction of your

Up-Sell/ Cross-Sell Rate: simply the success rate of generating revenue

Blockage:a measure of accessibility that indicates what percentage of

Criticism and performance

Operators working from a script

Incompetent or untrained operators incapable of processing customers'

Obsequious behavior by operators (e.g., relentless use of "sir", "ma'am" and

Overseas location, with language and accent problems

Touch tone menu systems and automated queuing systems

Excessive waiting times to be connected to an operator

Complaints that departments of companies do not engage in communication

Deceit over location of call centre

Requiring the caller to repeat the same information multiple times

Common criticisms from staff include:

Close scrutiny by management (e.g. frequent random call monitoring)

Low compensation (pay and bonuses)

High stress: a common problem associated with front-end jobs where

Repetitive job task

Rude and abusive customers

Lack of advancement opportunities (Most call center positions tend to

have provided a detailed manual on how to conduct the performance evaluation of

PROSPECTS OF THE CENTER.

Evetrix Technologies was founded in 2015 in a response to the ever increasing

management team staff are our facilities.

Worldwide Quality Control Department monitors each interviewer a minimum of

SERVICES PROVIDED BY OF THE CENTER

Evetrix Technologies web enabled service representatives can answer customer

>>> Customer care

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