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’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, Deutsche Bank, Citi, ABN Amro and Walgreens.
Analysts attribute TCS’s success in mining a customer better to its client partners, 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). 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.”Times of India