In the month of September 2004, chief executive officer (CEO) of the General Electric Capital International Services (Gecis) was probing the organization's alternatives. Based near New Delhi, India, Gecis was a business process outsourcing (BPO) firm. Gecis was established in year 1997 as an off-shore unit of General Electric Company (GE) and was a completely-owned subsidiary. Formerly in the July of 2004, GE divested itself of 60 per cent of its position in Gecis with the result that Gecis was no longer a subsidiary of GE and was therefore free to seek non-GE business. As part of several changes underway, there was a name change to Genpact Inc. (Genpact).
The change in individuality necessitated the creation of management bandwidth, especially in business development and new customer acquisition. Also called for was a re-examination of the BPO company as a product line to be delivered to customers that were unaffiliated. The CEO understood the need to start discussions with potential global customers. Each deal would entail many complexities when it comes to languages, geographies and services. The CEO also was mindful that all customers had areas of concern including loss of control, operations equilibrium, savings targets and ethnic compatibility. The CEO wondered how to develop a customer acquisition strategy for Genpact as it moved from being a captive to an independent service provider.
PUBLICATION DATE: October 07, 2009 PRODUCT #: 909M78-PDF-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
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