BPO Rankings: 11 | Aegis BPO: The Torch Bearer

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DQI Bureau
New Update

Here is a company that started it all. Aegis BPO, owned by the
Essar Group, was the first case of a big onshore customer services firm being
acquired by an Indian Groupsomething that has become an industry norm by now.
And, since then, it has not rested. Aegis itself was large enough, so, scaling
up was not the priority; diversifying for strategic reasons was the thrust. The
acquisitions have been to that effect.

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Aegiss acquisitions and other strategic growth initiatives
follow directly from its positioning: that of an end-to-end customer lifecycle
management company. While customer service and telesales have been its
traditional strength area, to complete the cycle, it needed the other strategic
piece: collections and recovery. Aegis did fill that gap by acquiring Global
Vantedge, the largest pure play offshore collections services provider from
India. Similarly, to address the database marketing space and have access to its
VoIP-based telephony platform, Aegis acquired US-based Technion.

While strengthening international operations, Aegis sensed the
opportunity to provide customer interaction services in Indias booming
consumer market. Its two acquisitionsCustomer First, which gave it access to
southern and eastern India, and Orion Dialog, which gave it access to the north
Indian marketwere part of the India expansion strategy.


 

RANK
11

Aparup
Sengupta,
CEO
  • Plans delivery
    centers in the Latin American and Central American markets

  • Acquired Global
    Vantedge to enter collections space

FACTSHEET
l
Start-up Year:
2003 l Delivery
Presence:
India (13 facilities) and USA (9 facilities) l
Address: Jalbhavan, #5&6, 1st Stage, 1st Phase, BTM Layout,
Bannerghatta Road, Bangalore, Karnataka 560029 l
Tel: 66601100 l Website: www.aegisbpo.com 
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While in the established and mature US and European call center
markets, Aegis had to play by the established rules, it sensed that in the
still-evolving Indian market, it could experiment with some disruptive
strategies. So, while the acquisitions gave it a platform to grow and have
continuous revenue stream, it started positioning itself as what it calls a
virtual retail player, or an alternative channel. Called Aegis Direct, this
program already employs 500 people and has signed five clients in insurance,
finance, and consumer goods. If successful, it plans to carry the program to
other geographies.

This year could see a few more acquisitions as well as
significant organic growth. DQ