In the United States, India’s outsourcing giants faced with rising wages at home, it looked the growth opportunities. With the Washington crimping visas for visiting Indian workers, some of the companies such as Aegies was slowly hiring workers in the North America. The manager for the Aegis in New York, Capuana motivates the U.S. office with the dress-down days and the prospect that workers could one day earn a stint training call center workers in Goa, India.
Capuana said that their recruitment model is simple, it played Division III college football that wears rosary beads in his wrist and it has a picture of Jesus above his desk. A subsidiary of India’s Essar Group, an energy, telecoms and metals conglomerate says that it’s pioneering the next generation of outsourcing. Putting the work close to its global customers, its executive call the practice.
The Chief Executive and dealmaker for the Americas division of Essar Group, Madhu Vuppuluri remembers watching outsourcing grow in India in the late 1990’s and early 2000s and thinking that the decline of US call centers was overdone. In the United States and abroad, Aegis employs 50,000 of Essars 70,000 employees on several continents. The people work work at nine U.S. call centers, the Aegis which is on the hunt for more acquisitions, it has said that it aims to triple its U.S head count, to more than 15,000.
The old-fashioned idea of being close to every customers is the strategy. It is one embraced by the companies such as the credit card giant American Express, insurer Humana and government agencies. Sometimes it prefer on-shore call centers to handle customer service for sensitive life insurance, financial or health-care products.
Most of the companies choose outsourcing as their means of reducing expenses. This is in order for them to save more money. Our company choose also outsourcing because we know that this is a big help to all of the things in our company.
