Maven BPO - Company Profile

1
MAVEN BPO‘s Story
Process Management SimplifiedMAVEN BPO

Table of Contents
Introduction to Maven
Maven BPO
Offices
Maven BPO Outsourcing Portfolio
Software Development
Customer Support
Outsourcing
006 - 006
007 - 007
008 - 011
012 - 013
014 - 029
030 - 040
041 - 052

Table of Contents
Quality Control
Help Desk
Data Entry
Survey
Digital Marketing
Appointment Setting
Outbound Sales
053 - 063
064 - 074
075 - 085
086 - 096
097 - 107
108 - 118
119 - 129

Table of Contents
Website Development
Order Management
Virtual Assistant Support
Why Companies are Outsourcing to Maven
Work Culture at Maven BPO
Benefits to Employees
At Ma e … We ‘e ruit the Best
130 - 140
141 - 151
152 - 162
164 - 164
165 - 166
167 - 168
169 - 169

Table of Contents
IT Set Up
Data Protection
Internet & Email Policy
Background of Authorities
Core Team
Testimonials
Infrastructure
170 - 172
173 - 175
176 - 177
178 - 181
182 - 185
186 - 187
188 - 191

Introduction to Maven
As the name suggests, the company aims at bringing
together the elite, The best of the best & the most
experienced. The Maven.
We, at Maven Group Of Companies, look forward to
explore the most abundant, yet the most underutilized
resource – the human knowledge & experience. We
intend to help the u a are know their potential and
hence their worth.
From identifying to training to enhancing to placing
people, we do not limit ourselves at any point. We
desire to excel and grow with our team.
Being I dia s First Maven Management & Outsourcing
Organization, we are keen to keep the repute to the
highest and always be at the apex. This is why there is
no room for complacent & compromise against
incompetence and quality.
After all, the name has to stand for itself.

Maven BPO
Maven BPO is a pioneer in providing solutions to
discipline your business with lasting results by
improving the quality of delivery and prioritizing your
customers. With esteem experience and quality, we
have time and again provided key solutions to our
customers worldwide.
We make our clients business more efficient and we
endeavour to deliver reliability and effectiveness to its
customers by maintaining high standards in services
through robust internal processes and people
management. We take pride in building strategic long
term client relationship.
Maven BPO is an industry leader in providing clients
with successful Inbound & Outbound solutions or
commonly known as BPO solutions. Our outsourcing
portfolio includes Customer Management Services,
Back Office Support, Toll Free Contact Centre, Virtual
Assistant, Inbound Order Taking, Public Awareness
Programs, Promotion Calls, Appointment Setting and
Direct Selling.
We build quality partnerships and use our operational
expertise to create value for both our customers and
employees.

CO: 4A, 2nd Floor,
EcoSpace Business Complex
Rajarhat, Kolkata, India 700 156
HO: 0 A Lake Town, Block A ,
Kolkata, India 700 089

UK: 145-157, St John Street,
London, England, EC1V 4PW. UK

The Key Maven BPO Outsourcing Portfolio
ERP Software
Solutions
IT Outsourcing ServicesArray of Customized BPO Services
Customer
Support
Digital
Marketing
Appointment
Setting
Outbound
Sales
Order
Management
Virtual
Assistant
Support
CRM
Solutions
IT Help Desk
Solutions
Outsourcing Quality
Control
Help Desk Data Entry Survey
Website
Development

Houston
San Antonio
Dallas
New York
Toronto Ottawa
Edmonton
Amsterdam Berlin
Hamburg
MunichBrussels
ZurichBasel
Brisbane
Sydney
Melbourne
Adelaide
Auckland
Wellington
Christ Church
San Francisco
Los Angeles
Denver
Vancouver
Seattle
Chicago
Dublin
Maven serves over 200 clients from more than 100
Locations, in 11 countries and 15 offerings and supplies
one of the only true global service delivery models for BPO
worldwide.
Locations of BPO Service
Delivery to Clients

Introduction
Maven develops industry-focused software-based
solutions to help organizations meet their business
goals. Our unmatched combination of software and
industry, process, and technology expertise helps
reduce implementation time and risk.
From an extranet service provider, we have expanded
ourselves through various levels, from developing our
first CRM to our first ERP solution for our customers.
With time we have launched ourselves as a unit of
expert delivery and solutions.
We believe in delivering Value added pa kage . Our
philosophy is to maximize our lie t s productivity
through consolidated and multichannel software
solutions.
Our solution combines data science expertise, design
for Omni-channel, full implementation and
optimizations. Your success is our success.
We provide tailor made software solutions to your
requirements and have been providing the same to
our worldwide client base. By enriching your
productivity we add unmatched value to your
business, empowering you to consolidate your
business reputation.

Products
CBB
With an investment of Five
Hundred Million, Maven has
evolved a complete and customized
ERP, known as Corporate
Ba k o e or CBB .
The solution has been specially
designed to cater to the day to day
business management and
operational needs of the emerging
and large corporates, which
includes Human Resource, Office
Administration, Operations, Sales,
Surveillance, Quality, Supervision,
etc.
Compared to the products of major
software companies round the
world, CBB is way ahead for its easy
Graphic User Interface and
unparalleled features, which were
untapped and unanticipated by
these market leaders till date..
CBB offers the ultimate business
enterprise management solutions.
We assist our customers to grow
their business through our extensive
enterprise management solution.
Proper management of resources is
the most important aspect of the
business. Thus, we have come up
with an effective tool that would
ramp up your business operations
considerably.
The primary focus of any business
being end users or customers;
therefore our solutions are
dedicated towards increasing the
level of customer satisfaction of
your business. This solution
facilitates better business
management, thus channelizing
growth and outsmarting the
competitors of our customers.
The solution effectively manages
the different verticals of a business
and streamlines the functioning of
the same. This empowers the
business to connect back office and
front office operations effectively.
Thus efficiently enhancing process
improvement in the long run
through the usage of this enterprise

Products
management tool.
CBB revolutionizes professional
reporting from different verticals of
the company. Our customized and
tailor made products have been
instrumental to the success of our
clients.

Products
Help Desk Services
With an elite panel of vastly
experienced and efficient
professionals in Help Desk support
services, we dedicatedly provide
state of art and best practices to our
valued customers, globally. This in
turn ensures quick resolution,
smooth functioning and improved
customer satisfaction for your
business, further resulting in
reduction of cost and increase in
productivity. With an established
and recognized brand globally, in
knowledge based software, we
surely are your best partners.
Help Desk is a unique artefact which
imparts excellent computer support
services to our proud customers
worldwide. This dedicated pc
troubleshooting center assist even a
novice to understand the basics of
computer repairing.
This competence offers live
specialized support, to customers
worldwide who face problems with
computers and seek immediate pc
assistance

Products
MCDM
To furnish the ever growing
requirements of the business round
the world, in terms of business
analytics and data management,
MCDM dedicatedly ensures data
mining and warehousing of our
clients.
The competitive business world
demands right decisions on right
time, with utmost importance to
customers needs and satisfaction.
MCDM facilitates such
requirements of the business and
strengthens decision making. This
database management system
streamlines the entire process of
business lead generation, filtration
and disposition. Thus benefitting
our customers in getting access to
the right set of data based on
preferences.
MCDM has been providing
competitive advantage to
businesses worldwide with its data
mining features, of data filtration
based on set specifications and
requirements.
This unique platform empowers
ours customers with data
optimization in order to target the
right customer base. Since,
unrefined customer data is not
classified based on geography,
demography, gender, region,
location and orientation, MCDN
filters the stored data to the desired
preference.

Maven serves over 50 clients in 9 countries and supplies one of the best
global service delivery models for Software Development Services with
quality and knowledgeable workforce management
Indicates Client Locations
Where Software
Development Services are
being provided
Ireland
United Kingdom
Canada
United States
Australia
New Zealand
South Africa
India
U.A.E

Maven Software Development & IT Clients
No. of
Clients
Locations:
• Edmonton
• Toronto
• Tucson
• New York
• Houston
• Dallas
• San Antonio
• London
• Cardiff
• Dublin
• Kilkenny
• Berlin
• Zurich
• Basel
• Dubai
• Mumbai
• Adelaide
• Brisbane
• Perth
• Wellington
• Auckland
2008 2009 2010 2011 2012 20142013
• Atlanta
• Jacksonville
• Vancouver
• Denver
• Chicago
• New Orleans
• Columbus

Background
This client is one of the leading international financial
houses, providing investment solutions and advisory to
individuals and large corporate houses in over 11
different countries.
The company has a market capitalization worth $ 20
billion, whereas its turnover is over $100 million, with
approximately, 10,000 employees collectively.
With Tier 1 Capital being above 15%, the company has
never files a capital restoration plan and has always
paid timely dividends to its loyal customers.

Challenge 1:
The company had acquired few non
banking financial companies and
some financial product distribution
companies, which instrumented a
quick growth in sales figures and
new customer acquisitions. As a
result of complete takeover, of
these institutions, multiple ERP and
legacy systems were being used for
the day to day activities. This made
the monthly closure process
delayed by 7 working days to close
the books. This being a long delay,
the company needed to accelerate
the close process which led to a
gridlock in the business activities. It
required a smoother and efficient
process meeting all ends.
Challenge 2:
In addition the CRM used by the
acquired companies were different
in nature, as far as unique customer
identification is concerned. The
systems had common customers
with various customer ids, and
getting them under a unique id was
a hurdle. This was a difficult and
time consuming activity. Moreover,
the daily business trackers generated
were different in format, and with 7
different trackers, to be referred for
data collation; things were a little
difficult to integrate.
The Business Challenge

exhaust delivery. The solution also
enlisted features such as
accessibility of complete asset and
liability information of the customer,
generation of real time wealth
management reports, KYC and
online documentation for the
customer to smoothen investments
and distribution of financial products
in a compliant and organized
process.
Challenge 1:
For the R&M case, Maven identified
the bottlenecks such as the
depreciation runs were staggered by
company code to avoid strain on
system resources. In addition,
difficulty in communication and a
lack of exchanging real- time
information with crowded activities
around the closing period were
identified. Other issues identified
included high load tasks creating
system constraints, lack of a common
repository of reports and information,
and unclear responsibility and
escalation matrices.
Challenge 2:
For the Customer Identification
process, Maven conducted a
thorough root cause analysis specific
to this process and the way it
operated. As a result of this analysis,
Maven identified the hurdles and
recognized the requirements. It
highlighted the need for one unique
customer id for every customer,
defining the relationship in a whole.
In addition the system needed to
have a combination of alpha numeric
id. The solution had a world-class
feature of generating unique id
based on a combination First and the
Fourth letter on PAN Card followed
by the rest four numbers. This
provided a unique identification
number where numbers followed
after the characters cannot be
duplicated and would not
The Approach

The Results
Some unique facts about these
solutions:
•Due to the acquisition and their
various ERP and Legacy systems, the
company was closing the book of
accounts by WD7. This was
extremely challenging to reduce the
time and integrate multiple systems.
This was addressed successfully.
•The focused analysis helped
identify the key drivers causing the
delay in operations, such as
scheduling and tracking of activities.
A web-based tool capturing all the
activities and status online was
provided, which was developed by
Maven.
•It provided a central repository of
information which is now the
cornerstone of the orga izatio s
close process. It
reduced the close call time from an
hour to 6 minutes and overall month
end close from 7 WD to 2WD.
•Consolidated relationship
statements for the customers,
reflecting their entire relationship in
one statement, with real time
valuation based on time of
reference.
•The unique identification aligned all
such relationships with the company
in a whole, whether in single, joint
or various other combinations
selected by the customer. This
enabled the system to show various
products subscribed, in one screen
for each different combinations of
relationships.
•We received a CSAT perfect score of
ten from the business unit for
resolving their accounts and
customer relationship maintenance
issues.

Challenge 1:
For the Account Closure issue,
Maven developed the portal, that
listed all the close activities in a
chronological order. In addition, the
users would get a real-time status
of their corresponding close-related
activity.
Overall, this implementation
resulted in creating a repository of
all escalation matrices, policies,
and procedures on the portal. In
addition, it provided an online
password-protected sign-off on
financials by controllers. Due to all
these features, the close cycle time
reduced by 45 percent and the close
reducedfrom 7WD to 2WD.
Challenge 2:
As a result of implementing the
common unique customer id
solution, the delay in services
related to generation of financial
reports was considerably reduced by
95 percent. The customer service
queries were reduced from 600 to
nil and the average resolution time
of meeting the wealth related
queries of the customer was
reduced to a minute, from 3
business days.
As a result of these solutions,
Ma e s collaboration with this
company has grown abundant over
the years. The company and Maven
started their BPO relation-ship in
2011, and it has been growing and
evolving with extended and newer
contracts. Maven has been providing
continued solutions that cater to the
orga izatio s requirements and
beyond with its expert delivery
centre, knowledge and experienced
workforce. Below is a graphical
representation of the positive impact
after inducting the necessary changes
in the CRM system which led to
reduction in customer queries related
to wealth and investments.
The Impact

Count of reduction of Customer Queries
Count
Mar 08
Month
Feb 08 Apr 10 May 14
800
Account Closure Issues
600
400
200
600
Nil
1000 975
580
Customer Service Issues
450
320
Nil Nil
950
Wealth Statement Issues
500
80
10
Below is a graphical representation of
the positive impact after inducting
the necessary changes in the CRM
system which led to reduction in
customer queries related to wealth
and investments.

Maven understands our business
objectives and priorities. Managing cost
and improving quality of support
simultaneously, would never have been
possi le ithout Ma e s assista e as a
outsourcing provider.
—The Operations Manager

Introduction
The success and failure of a
business is scripted by their
customers. Understanding the
importance and value of the
customers, businesses worldwide
opt for support services to handle
customer touch points across the
entire life cycle.
We understand your customer
specific expectations and address
them in a Sustainable and
comprehensive manner.
With a dedicated customer centric
approach we add value to your
customers to promote customer
satisfaction and loyalty, thus adding
value to your business.
We manage the day-to-day business
of our clients and build their
business satisfactorily. Our clients
appreciate our knowledge and
expertise in handling their clients,
hence they prefer concentrating in
their core business and have
realized the reason of outsourcing
their customer care. For other
companies, the right time is when
they realize that although they
want their business to grow, they
have no time left in the day to
pursue that growth.
Our customers have found a one
stop solution in Maven BPO, when it
comes to outsourcing their
Customer Care.
With an experienced and highly
skilled workforce, along with
specialized knowledge, we have
been imparting quality and
unmatched services and solutions
to our customers worldwide.

global service delivery models for Customer Support services with quality
and knowledgeable workforce management
Where Customer Support
Services are being
provided
Ireland
United Kingdom
Canada
United States
Australia
New Zealand
South Africa

Maven Customer Support Services Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Edmonton
• New York
• Houston
• Dallas
• San Antonio
• London
• Manchester
• Cardiff
• Kilkenny
• Dublin
• Liverpool
• Bristol
• Sydney
• Melbourne
• Adelaide
• Brisbane
• Auckland
• Wellington
• Christ Church
2008 2009 2010 2011 2012 20142013
• San Francisco
• Los Angeles
• Vancouver
• Denver
• Chicago
• Seattle
• Portland

Background
This client is one of the renowned telecom companies
with its client base in more than 6 counties, providing
telecom services to companies and individuals .
The company operates one of the largest and most
technologically advanced mobile, fixed line, and
broadband networks and maintains a large distributor
and over-the-air reload network of retailers,
distributors, suppliers, and business partners.

Challenge 1:
With its operations in six different
countries globally, the company
had a large customer base. The
company was in an expansion
mode and had a high ratio of
customer attrition to acquisition.
The cost of retaining the customer
was high, and the company was
seeking a solution to keep their
existing customer, including the
new acquisitions, to stabilize their
consistency in business turnover.
The CSAT Ratio was consistently on
the lower end which was affecting
the cross sales figures and thus the
revenue. In a whole, this was
affecting the brand image and also
customer loyalty program was
turning out to be a complete
failure.
Challenge 2:
Moreover, the existing Service
Recovery team was overburdened
with meeting pending grievances
and customer issues.

Challenge 1:
For the Customer Retention
process, Maven conducted a
specialized customer feedback
sessions through telephonic survey
and performed a root cause
analysis of their grievances and
dissatisfaction which led to the
reasoning of the high attrition rate.
Due to high costs associated with
maintaining a larger and quality
service team, the existing customer
service was bearing the burden of
high calls per representative, which
was affecting the quality and the
service, eventually. The customers
were seeking a customer service,
which had more of human touch.
In addition the customers required
an IVR and uninterrupted customer
service 24*7.
Challenge 2:
A request for feedback and a thank
you email and short message service
was marked as one of the key
components in getting the
usto er s feedback and to
introduce a feel good factor for the
customer. There was also a chronic
requirement of a weekly customer
feedback over the phone to gauge
the satisfaction level derived from
the last services sought.
In addition, a sales screen was
required for every customer, which
will allow the customer
representative to perform customer
focussed sales. This platform was
also generated to track the decline
and acceptance pattern of the
customers, to perform further
The Approach
analytical study on product
placement on the specific
usto er s screen.

The Results
•Due to lack of 24*7 customer
service, the usto er s satisfaction
ratio was at a low and the cost of
retention was getting higher. A cost
effective and quality customer
service was initiated with
uninterrupted services, 24*7. This
was addressed successfully.
•The IVR system improved the
process, and filtered the
requirements of the customers and
diverted the same to the specialized
department, to reduce the turn-
around-time of solving customer
issues, thus affecting the CSAT
positively.
•A feedback and a thank you email
to the customer were initiated to
ensure and embed trust in the
customers, towards the brand. This
eventually was introduced to
promote the CSAT ratios which
eventually lead to brand loyalty.
•The CSAT reached its all time high
of 98.75% for the High Valued
Customers with an overall increase
to 93% for all customers.
•The customer focussed sales
platform helped the customer get
the right services, which also
resulted in resolving the grievances
arising from sales and related issues.
This ensured compliant sales which
led to the increase of cross and up-
sales figures to 14%, in the second
quarter, post implementation.
•The platform provided an insight of
every service, listed for a particular
customer, eligible for up-sales or
cross sales. It provided a brief
unique selling proposition, which
reduced the turn around time of a
sales call from an average of 13
minutes to 8 minutes. Every sales
performed was followed up with an
email to the customer to avoid
quality grievances. The system
tracked every sales performed,
along with the call to ensure quality
and customer satisfaction.

Challenge 1:
As a result of implementing the
24*7 Customer Service and IVR,
the quality of the services
improved with a CSAT ratio
increasing to an all time high of
98.5%, with an overall increase to
93%.
The average turnaround time of
consolidated service calls were
reduced to 2.8 minutes and sales
calls were reduced to 8 minutes.
Challenge 2:
The email and short message
services implemented resulted in
reduction of sales grievances by 95%
and were instrumental increase of
CSAT ratio of sales calls to 93%.
As a result of these competences,
Ma e s alliance with this company
has grown abundant over the years.
The company and Maven started
their BPO relationship in 2008, and
it has been growing and evolving
ever since. Maven has been
providing continued quality
customer service solutions that
cater to the orga izatio s
requirements and beyond with its
expert delivery centre, knowledge
and experienced workforce.
The Impact

Count of CSAT & Cross Sales
Percentage
Count
Sep 08
Month
Apr 08 Apr 09 Apr 14
80
CSAT High Value Customer
60
40
20
22
38
100
30
62
CSAT - Overall
84
98.75
76
93
2
Up Sales & Cross Sales
14
18
35
the necessary changes in the
Customer Service Support which led
to increase in the CSAT Ratio and
Cross Sales.

We are extremely satisfied with the way
Maven revolutionized our customer
support. It has certainly changed the
brand perception and well appreciated by
our customers.
—Head of Business

Introduction
Entrepreneurs have long seen
outsourcing as a strategy reserved
for big business, but technology has
made it a more accessible tool for
small businesses and for some small
firms, outsourcing has made a
powerful impact on their growth,
productivity and bottom lines.
For every company, the right time to
outsource is different. Some
businesses have in-house staff to
handle daily activities, but may
need outside help to undertake new
projects that does not warrant
another full-time employee. When
the management and the current
employees are unable to manage
the day-to-day business of their
company and build the business
satisfactorily, it is the time to
consider outsourcing. For other
companies, the right time is when
they realize that although they
want their business to grow, they
have no time left in the day to
pursue that growth.
Our customers have found a one
stop solution in Maven BPO, when it
comes to outsourcing.
With experienced and highly skilled
workforce, along with specialized
knowledge, we have been imparting
quality and unmatched services and
solutions to our customers
worldwide.
With quality supervision and
control, our clients have always had
their tasks delivered on time,
without compromising with quality.
This has always helped them stay
ahead of their competitors.
With an elite panel of experts, in-
house and empanelled, from varied
industry with rich experience and
work expertise, has been our asset.
Our clients look forward to us, an
the epitaph of quality outsourcing
choice, who delivers the solution as
and when required.

global service delivery models for BPO Outsourcing with quality and
knowledgeable workforce management
Where BPO Outsourcing
Services are being
provided
Ireland
United Kingdom
Canada
United States
Australia
New Zealand
South Africa

Maven Outsourcing Business Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Vancouver
• New York
• Los Angeles
• Dallas
• San Antonio
• London
• Manchester
• Sheffield
• Kilkenny
• Dublin
• Belfast
• Waterford
• Sydney
• Melbourne
• Canberra
• Brisbane
• Auckland
• Wellington
• Christ Church
2008 2009 2010 2011 2012 20142013
• San Francisco
• Portland
• Denver
• Johannesburg
• Pretoria
• Durban
• East London

Background
This client is one of the renowned natural gas and
gasoline producing company, operating since 1986.
The company has recently acquired two major natural
gas producing companies of North America. The
company had an operating profit of 255 Million USD at
the half yearly results in 2014. The total gross revenue
increased to 4.371 Billion USD to 4.931 Billion USD in
2014.
The market capitalisation of the company is 20% of the
value of Toronto exchange and is considered to be one
of the global giants in terms of Natural Gas production
and Gasoline.

Challenge 1:
A renowned Gas production
company, into production of
natural gas and gasoline, with
millions of user in different
countries, was in a mode to
consolidate its business through
customer centric approach. With
smaller competitors competing on
price and quality, the company
was seeking a customer contact
support for query handling and
acquisitions. Some of the existing
customers had shifted to other
companies, even though the
company was spending quite a lot
in the marketing for acquisition
and retention. Even though the
brand was well established, but
volumes of business were slipping
out of the pot.
Challenge 2:
The marketing budget was at a high,
but was getting ineffective as
strategies implemented were not
generating desired results. The
analysis conducted on excel sheets,
were not enough to retain the
customers, as most of the customers
were not marketed as desired. Due
to a faulty analysis and application,
the existing marketing budget
remained undefined and was taking
a toll eventually in the margin.
Challenge 3:
The new competitors were gaining
grounds and networking faster, than
what the existing marketing team of
the company was able to perform.
The in-house marketing team were
following the traditional branding
styles, which was neither paying off
nor fetching revenue or customers.
The off-line and print media
marketing were restricted to only a
limited segment of the market.
.

Challenge 1:
The Company had both industrial
clients and domestic consumers,
which is exactly why both email
and customer care support was
identified to be the requirement to
retain customers and acquire fresh
industrial and domestic consumers.
The Company had their own
establishment of customer
support, which mainly dealt with
grievances and order booking and
industrial acquisitions were based
on appointment booking
conducted through their own sales
staffs, which was generating a
maximum lead of 10% on every
100 calls made. Our analysis,
suggested, that appointment
setting combined with both email
and customer support, is the right
approach for the industrial
acquisitions, to support the in-house
marketing and sales unit of the
company. The email facilities and
customer support were analysed to
be extended to order booking,
grievance handling and conducting
telephonic customer survey to
maintain the desired Net promoter
Score and also to streamline the
process of customer management.
The Approach
Challenge 2:
The Marketing team were using a
CRM which had no information on
rates and competitive product
information. The system lacked live
updates, in terms of price and new
product or service arrivals.
Moreover, marketing plans were
based on monetary analysis, which is
why new consumers including
consumers with lesser volumes,
were neglected, which was actually
affecting the ROI. Maven advised
and implemented RFM analysis
based on recency, frequency and
monetary purchases of a client,
under three different scales, and ten
tables for each scale, to depict the
marketing budget for different
customer segments, without
neglecting a single customer. The

Challenge 2:
same analysis and related patterns
were linked to the CRM, to detail
the usto er s relationship with
the company.
Challenge 3:
Since the company was into direct
advertisement, the marketing
budget was usually higher, and more
off the company did not have digital
presence, as compared to the
competitors. In order to devise a
solution which would act as a multi-
level marketing solution, there were
certain hindrances like geography,
demographics, Income and
preferences. A digital marketing
approach was advised and
implemented to promote the brand
through quality Search engine
optimization, Social media marketing
and through Social media
optimization, including video
marketing.
The Approach

The Results
•The appointment setting resulted in
an increase of rate of appointments
sought in a day, against 100 calls
made, from 10% to20% within a
quarter.
•The increase in lead generation led
to an automatic increase in
acquisition rate of customers and
the retention rate of the domestic
customers, rated under frequency
and recency model increased to 55%
within a quarter. The acquisition rate
of domestic consumers increased by
13% by the first quarter, of
implementation.
•The CSAT of corporate with lower
volumes increased substantially. The
corporate retention rate increased
by 16% and the acquisition
increased by 10% in the second
quarter. The Net Pro oter s score of
the customer care services for
industries, which included
appointment setting, order handling,
query and grievance handling
increased to 68% in the second
quarter, further increasing to 82% by
May 2010.
•The lead generation increased by
16% after the first quarter, due to
SEO and SMO marketing being
implemented to promote the brand
digitally.
•This resulted in a quarterly growth
by 6% in Net Margins and systematic
optimization of Budget and
allocation. The marketing budget of
direct advertisements were reduced
by 22% after the second quarter,
which had a direct effect on the
Gross Profit of the financial year
2009, increasing by 19%.
•The CRM was equipped with a
feature of live updates on market
related services and a weekly SWOT
analysis of each competitive
services, including their promotional
approach. The Customer panel was
updated with their marketing
analysis and the mode of
communication for marketing was
specified and updated quarterly,
based on the growth of relationship.

Challenge 1:
Implementation of customer care
support, email and appointment
setting resulted in comprehensive
outcome in CSAT ratio of the
Industrial clients. The bundled
services of order booking and
grievance handling, allowed the
company to penetrate further
resulting in increase in retention
model. The approach enabled the
company to penetrate further in
the domestic business with an
increase of 13% within the first
quarter.
Challenge 2:
As a result of implementation of
competitive marketing information
and related model like product
comparison and SWOT analysis of
competitive services, including the
RFM analysis updates on customer
screen, resulted in accurate profiling
of the customers and updating of
customer preferences quarterly. This
was instrumental in reviving
customer focussed sales approach,
resulting in a quarterly growth of 6%
in Net Margin.
The Impact
Challenge 3:
The budget of direct advertisement
was reduced by 22% as the digital
marketing had the answers, what
the company was seeking. The
platform enabled the company to
reach out to new geographies and
demographics in a short span of
time, which being cost effective, had
a direct affect on the increase of
gross profit by 19% in 2009.
The company and Maven started
their association in 2008, and it has
been growing and evolving ever
since.

Count of CSAT, Acquisitions & Appointment Setting
Percentage
Count
Sep 08
Month
May 08 May 10 May 14
80
CSAT Domestic Customer
60
40
20
100
46
CSAT – Industrial Clients
Appointment Setting
Below is a graphical representation of the
positive impact after inducting the necessary
changes in the Customer Service Support and
Marketing Analysis which led to increase in the
CSAT Ratio, Acquisitions of Domestic Customers
and Appointment Setting for Industrial Client
acquisitions.
Acquisition Rate of Domestic Customers
58
10
3
20
13
69
58
82
66
49
31
29
36
98
96

Our customers have never been happier,
We thank Maven for making it possible.
Our Marketing strategies have been
successful due to your accurate
fore asti g .
—Vice President, Marketing

Introduction
Customers today are considered the
most valuable asset of a business,
hence the perception of the
customer is invaluable.
Business worldwide is boot-
strapped in sustaining relationships
with their customers in fulfilling and
anticipating the needs.
With increase in competition and
rise of customer expectations,
maintaining quality is the foremost
thing in sustaining customer
relationships.
Concentration in quality has re-
defined the business needs with
more security flexibility, reliability
and assurance.
An improved customer satisfaction
level boosts the reputation of a
business and its brand image.
Through quality management
techniques our clients have
experienced improved business
relations with their customers along
with reduction of operational costs.
When quality assurance is delivered,
it directly impacts customer
perceptions about associated
products and services. This helps
create favourable conditions for the
products and services in the
targeted markets, thereby allowing
businesses to improve their
competitive strengths.

global service delivery models for Quality Control with knowledgeable
workforce management
Where Quality Control
Services are being
provided
Ireland
United Kingdom
Canada
United States
Australia
New Zealand
South Africa

Maven Quality Control Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Vancouver
• New York
• Chicago
• Minneapolis
• Milwaukee
• London
• Manchester
• Leeds
• Swansea
• Glasgow
• Belfast
• Dublin
• Perth
• Adelaide
• Hobart
• Brisbane
• Auckland
• Napier
• Dunedin
2008 2009 2010 2011 2012 20142013
• San Francisco
• Louisville
• Kansas City
• Johannesburg
• Pretoria
• Bloemfontein
• Cape Town

Background
This client has been the voice of European
Telecommunications since 1993. The lie t s 38
member companies and 12 observers* from Europe
and beyond represent a significant part of total
Information & Communication Technology activity in
Europe.
They account for an aggregate annual turnover of
more than €600 billion and employ over 1.6 million
people. The Clie t s associate companies are the main
drivers of broadband and are committed to its
continual growth in Europe
The Client strongly contributes to shaping a favorable
regulatory and commercial environment for its
members to continue to deploy innovative and high
quality services and platforms for the benefit of
European consumers and businesses.

Challenge 1:
A major European Telecom
company with millions of
customers through out the
continent was in amidst of
customer dissatisfaction ratio
cropping up with complaints
arising from customer sales. The
company was willing to slow down
its expansion plans to consolidate
its business and in order to
increase the customer satisfaction
level. The company is in no
position to either compromise on
expansion plans or quality due to
bottle neck competition in the
telecom sector.
With high expenditures made on
customer retentions strategies and
through related analytical
approach, the customers were
opting out from the services offered
by the company, even though the
price variation was marginal and
services offered were not superior or
different from the existing players.

Challenge 1:
The Company had an in-house
customer service and with high call
ratio per service representative.
Due to priority in up-sales and the
high call flow per representative,
the customers were missing the
human touch and less priority was
provided to resolve customer
issues in the first hand. The
company did not have a supporting
outsourced customer care and its
in-house quality was monitored by
the sales managers themselves,
which is exactly why the approach
was more sales centric with a push
strategy. The monthly telephonic
customer feedback sessions
conducted were close ended and
did not request for rating of
services.
The sales conducted over the calls
were not followed by with emails,
which clearly led to a situation
where there was a rise in sales
complaints.
Our further analysis confirmed that
these problems can be annihilated to
stabilizing the business by ensuring
the verification to be conducted by
Maven both through live monitoring
and call or sales audit. This audit will
cover all aspects of services, sales,
compliance and after sales service.
An email was to be sent out to
customers, post verification, for
every subscription of new services
with particulars of product, pricing
and disclaimer, along with the
contact centre details of Maven for
dispute handling or any related
The Approach
issues. With its implementation, the
company received daily quality
reports on live calls and sales audit
performed, which minimized the gap
between rectifying incompliant sales
and identifying the performance of
the sales representative, through
usto er s feedback and call
recordings., and related parameters.
A mandatory telephonic customer
feedback process was implemented
to track the usto ers feedback
with a mix of open and close ended
questions with rating options from
one to ten for each parameters. This
empowered the customers to speak
their mind, and allowed the
company to understand the quality
of the services offered and the get
closer to the customer.

The Results
•The handover of Quality
Maintenance and Verification being
handover to Maven, allowed to
company to build by a customer
centric sales approach, through
imposition of uncompromising
attitude towards improper sales.
• This further allowed the company
to rethink its strategies to train their
employees with customer centric
approach.
•As a result of implementation of
quality maintenance procedures,
there was a drastic improvement
Sales Complaints going down by 52%
in the second quarter.
•The CSAT Ratio prior to
implementation was 61% which
gained grounds in the first quarter to
66%, to an all time high of 96% in
June 2013.
•The after sales verification and a
weekly telephonic customer
feedback sessions conducted
improved the average Net promoter
Score to 8.2% by Jan 2012.

Challenge 1:
Implementation of Quality
procedures, verifications, and
customer feedback resulted in a
sharp decline of customer
dissatisfaction arising out of
incompliant sales, bringing about
a positive change and growth in
the average Net Promoter Score.
This allowed the company to build
and in-house sales team with
customer centric approach by
imposition of tougher terms and
conditions on sales execution
parameters and improved training
and development required to
support the approach.
Within a short span of time, the
company was able to consolidate on
its customer retention rates and
entertain its new ventures and
expansion in Eastern Europe.
Ma e s quality and accomplished
service delivery models equipped
the company by far in achieving a
growth of 7% in Net Annual
Revenues, in 2010.
The Impact

Count of CSAT, Acquisitions & Appointment Setting
Percentage
Count
Jun 09
Month
Feb 09 Apr 11 Jun 13
80
60
40
20
100
61
CSAT Ratio of Customers
Sales Complaints
Below is a graphical representation of the positive impact after inducting the necessary changes in
the Quality Control which led to increase in the CSAT Ratio and decline in sales complaints.
66
96
79
36
-52
-86
-98

Maven understood our requirements,
and their expertise allowed us to
apitalize usi ess opportu ities.
— President and CEO

Introduction
With Global competition growing in
every business and sector, an
information support system in
troubleshooting problems and
guidance is essential for a business
to answer to the specific queries of
the customers or employees.
Business today, recognizes the
importance of query handling and
service associated.
Ma e s highly appreciated help
desk facilities effectively provides
and performs several functions. It
provides a single point of contact
for users to gain assistance in
maintenance, get answers to
questions, and solve known
problems.
Our Clients, from Food and
Beverage industry, specially into
manufacturing and exports of
packaged food have experienced
fabulous results from our dedicated
help desk facilities. The clients had
similar issues with current and
prospective suppliers and
distributors on usage and
maintenance queries, apart from
other queries related to shipment
and related procedures and norms.
We have successfully offering our
solutions to Apparel Industry, to
support the queries of the
customers, distributors and
suppliers. From query handling on
various products to current offers in
the market, Maven has established
itself as a quality help desk service
provider.

Canada
United States
United Kingdom
Ireland
South Africa
Australia
New Zealand
U.A.E
Where Help Desk Services
are being provided
global service delivery models for Help Desk Services with knowledgeable

Maven Help Desk Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Calgary
• New York
• Minneapolis
• London
• Manchester
• Dublin
• Johannesburg
• Durban
• Abu Dhabi
• Dubai
• Sydney
• Wellington
• Auckland
2008 2009 2010 2011 2012 20142013
• San Francisco
• Los Angeles
• Vancouver
• Denver
• Chicago

Background
This client is one of the leading community colleges in
North America. In 1951 the Government of a Province
in North America opened a Provincial Institute of
Trades with the goal of providing skilled training to
soldiers returning from World War 2.
Twenty years later, as the province established a new
college system; the Institute was expanded to
encompass a broader range of programs.
Since 2004, under current leadership, the Community
College has more than doubled in size, broadened its
international partnerships and increased its
commitment to strengthening the cultural, social and
economic fabric of the state.
This college ranks among the top 15 institutes in North
America in terms of Data Mining, Business Studies and
Culinary Management. The institute has a very high
percentage of International students from different
parts of the world, seeking education in different
streams.
With tie-ups with various renowned corporate brands
and acknowledged by provincial government, the
institution provides Co-op facility for International
students to enrich their experience.

Challenge 1:
One of our Clients major clients
from Education sector with a huge
base of International students
pouring in year after year for
certificate, Diploma Post
Graduate, Major and Minor
courses. With students from
different parts of the world
arriving to seek education, the
administration identified that
there was a strong sense of
dissatisfaction among the
international students, who
contributed to 90% of the
revenues of the college. There in-
house survey suggested that there
was a lack of hand holding of
students in the city for the initial
few months in terms of basic
information. The report also
Suggested that most of the students
were worried about timely
reporting, specific departments for
related queries, change of subjects,
accessing library facilities etc. Since
an in-house physical help desk was
becoming a chaos with over
crowded atmosphere, the
authorities were seeking an
alternative solutions and were boot
strapped in outsourcing their own
help desk facility, which was unable
to handle the work flow.

Challenge 1:
The necessary performed
situational analysis led Maven to
advise the Client with a telephonic
help desk solution supported by
email for extended support. Our
detailed analysis provided an in-
depth understanding of the
students and their requirements in
the initial months which would
start from First Day Reporting,
Commutation information, Queries
on Registration procedures and
formalities, Other registration
procedures for availing library
facilities, Information on
accommodation etc.
Maven performed segregation of
requirements and based on which
telephonic approach and email
were decided for implementation.
For students seeking
accommodation facilities, the
assigned help desk team to request
for details including budget,
companions and distance preferred
along with basic amenities and
requirements and would provide the
same information through an email
with options of accommodation and
related information of an area or
distance specified or described by
the student.
Similarly for First Day Reporting
queries of students and
commutation assistance, the help
desk services would request for the
destination from where the student
would arrive and accordingly provide
The Approach
the options of commutation.
Similarly norms and required
formalities were stated to the
students in providing a hand holding
service on the first day to the college
along with registration facilities.
Every query generated a reference
number, which was followed up with
an email to the student for future
references.

The Results
•There was a drastic increase in
student satisfaction level, conducted
by the college authorities on the 15th
day of the session to understand the
satisfaction level of the international
students and their basic
requirements and understanding of
the facilities and amenities, the
college provides. More than 88% of
the students were well versed and
informed on 95% of the formalities
and facilities provided by the
college.
• This also led to an increase of
attendance level from 40% to 98%
on the first day,
•Reduction of queries handled by
the in-house administration team
was reduced to an average of 20
queries a day to a previous of a
minimum average of 465 queries a
day.

Challenge 1:
The reduction in rate of
absenteeism due to time
consumption in arranging the
preliminary and basic necessities
by the International students were
eventually reduced, which allowed
the college authorities to utilize
the first 14 days in conducting
their regular classes, eventually
leading to completion of the
quarterly syllabus before time,
which was getting delayed by 20
to 22 days on an average due to
problems faced by International
students in settling down.
This increase in student
satisfaction level boosted the
image of the college, where
admission sought through
reference was increasing at a
remarkable pace, which was making
the institution, all the more popular
among the International students.
The Impact

Count of CSAT, Attendance Rate & In-House Query Handling
Percentage
Count
Jan 10
Month
Sep 09 May 10 Sep 10
80
CSAT of International Students
60
40
20
40
85
100
42
88
Attendance rate of International Students on the first day of the session
90
95
92
98
positive impact after inducting the
necessary changes in the Help Desk
approach which led to increase in the
CSAT Ratio, Attendance Rate and
Reduction of In-House query Handling.
Rate of Query handling by In-House administration department of the College
96
25
10
4

Our Help Desk service has not become
an example for other institutions. Out
Students have never been so satisfied.
Maven has surely made a remarkable
differe e.
— Programme Coordinator &
Head of the Department

Introduction
With businesses round the world
adapting to dematerialized
structure of documents, we provide
our customers with enriched
services in digitalizing their desired
information, whether analogue to
digital or digital to digital. Our
accuracy, efficiency and timely
delivery empower your business to
meet its desired quality and
productivity.
Different business Entrepreneurs
round the world, are fed up of
maintaining data and keeping a
proper track record for it. Some of
them are in agreement of the fact
that maintaining in-house
employees for such a task leads
does not suit the economy of scale ,
which is why, outsourcing data entry
services is the only solution which
resolves these issues.
Maven has been the solution to
numerous business entrepreneurs
who were seeking quality services
in a lesser turn-around time. Due to
our superior technology and
infrastructure, we have successfully
ensured in reduction of overhead
expenditure of our clients and
timely delivery.
Our clients from Retail businesses
have highly rated our services, as
we have been consistently assisting
them in updating their packaging
and pricing information, day in day
out.
Our clients from Health Industry
have witnessed our professional
approach in maintaining excess
medical information, in a
synchronised manner with the
medical transcripts. Non-banking
Financial Institutions and Banks
have experienced our flawless and
error free delivery in updating
confidential customer information
and delivery of materialized
information into dematerialized
format for easy maintenance.

Canada
United States
United Kingdom
Ireland
South Africa
Australia
New Zealand
U.A.E
Where Data Entry Services
are being provided
global service delivery models for Data Entry with knowledgeable

Maven Data Entry Services Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Calgary
• New York
• Minneapolis
• Dallas
• Phoenix
• London
• Manchester
• Cardiff
• Kilkenny
• Dublin
• Johannesburg
• Durban
• Abu Dhabi
• Dubai
• Sharjah
• Brisbane
• Sydney
• Wellington
• Auckland
2008 2009 2010 2011 2012 20142013
• San Francisco
• Los Angeles
• Vancouver
• Denver
• Chicago
• Seattle
• Portland

Background
This client is a major Non Banking Financial Company
with successful and licensed stock broking operation in
more than 8 countries. The company is majorly into
lending and investment banking. Their subsidiary
company is into investments and Financial
management.
The company had a combined Gross Revenue growth
of 8% In China and US for FY12. The expected Gross
Revenue growth of the company in Europe is expected
to be at 5% FY15. Due to structured debt policies, the
company has been successfully handled sovereign
debt problems.

Challenge 1:
One of our major client and a
Non-Banking Financial Company
with its licensed broking firms in
over 8 countries were required
under the regulations of the stock
exchange and the governing body
to convert the materialized
information of investors into
dematerialized format. This was a
huge challenge, as the ongoing
investment and customer records
needed to be in dematerialized
format and the past investor
information required a
technologically advanced partner
to handle data conversion. The
company did not want to involve
its in-house employees in data
conversion, which would have
been far from being cost effective
and would not have matched their
expertise.

Challenge 1:
After the necessary analysis of the
situation, Maven advised that the
major data conversion was that of
the investment details and related
documents pertaining to their daily
investments and past investments
and redemption performed. This
further included the KYC of the
investors and related documents
like signed Letter of Intent, Key
Information Document etc. The
asset business required the same
for the customers and their related
information which were
confidential in nature to be
transformed to dematerialized
state. The company had a major
requirement of these materialized
information to be digitalized in a
desired format with respective
fields, and the respective
information to be recorded in the
CRM . Maven successfully rolled out
to divisions of data recording and
entry, ensuring that the desired
documents are dematerialized and
the required information by the
company are entered with error free
output and timely delivery and
updating in the CRM.
The company, initially had this
requirement in two of the countries,
out of eight countries they were
operating. The collective average
investment customers per day in
both the countries, from 13 of their
branches were 288 and the average
number of transactions were 1152
per day. Maven allotted a dedicated
team for digitalizing the
The Approach
transactional entry into the desired
and field specific format into the
CRM, to enable to the transaction to
be recorded within 12 hours from
closure of regular business day.

The Results
•With a desired delivery time being
12 hours from the time of business
closure for the day and a minimum
average record entry of 1152 from
13 branches, our experts were able
to deliver the same within 10 hours,
with the total employees appointed
not exceeding double digits.
• With a similar team allotted for
dematerialization of documents, the
minimum average conversion of
1400 documents per person, within
a span of 8 hours.
•The timely delivery of the data
digitalization and the CRM entry
ensured better response from the
Sales department to view
investment synopsis of the
customers, which was designed for
customer focussed investment
advisory and portfolio maintenance.

Challenge 1:
The company was able to get the
desired documents dematerialized
within a short span of 4 years.
Maven had to cover 19 years of
pilled documents to be
dematerialized for 2 countries.
This helped the company reduce
its overhead expenditure
associated in keeping the files
within the office premises, which
certainly added to its growth year
after year, since 2009.
The timely and accurate data
delivery of on-going digitalization
of investment data and
confidential customer documents,
has been a constant support to
the investment advisory and sales
team to gauge the portfolio status of
each customers, with daily updated
information. This boosted the
customer centric approach of
investment advisory and defined the
actual approach to the basic and
compliant approach to portfolio
analysis and advisory. The same
resulted in the average growth of
retail investments and sales from
wealth management division, in
both the countries by 4% in 2010
and by 8% in 2012.
This entire had a very positive
impact on the CSAT of the High
Value investors which from 74% in
2009, grew to 94% in 2014.
The Impact

Count of CSAT & Sales Growth
Percentage
Count
Feb 10
Month
Feb 09 Apr 12 Apr 14
80
CSAT High Value Investors
60
40
20
1.5
4
100
74
80.5
Growth in Sales from Investment Products & Portfolio Advisory in both the countries
90
94
8
13.5
the necessary changes in the Data
Digitalization and de-materialization
which led to increase in the CSAT
Ratio and Sales Growth.

Working with Maven has been a great
experience. They quickly learned our line
of business, adapted to our requirements
and has consistently performed well.
They've also gone above and beyond
their duty. They're reliable. A wonderful
partner.
— Vice President, Retail Investments

Introduction
Businesses today realizes that one
of the keys to success in the
competitive marketplace is
possessing Competitive knowledge
and Business intelligence to ensure
that investments are well defined
and the business meets its desired
goals. This further ensures
development of customer
relationship through generation of
fresh leads.
From launching of new services or
products, to introduction of new
offers, the company needs to
evaluate on usto er s
acceptability and strategize their
product placement, distribution or
product formation accordingly.
Maven has been successful in
providing elite solutions to its
clients through surveys Thus
furnishing our clients with detailed
study of the market, demographics
and geographical area to muster
data on attitudes, impressions,
opinions, satisfaction level, etc by
polling a section of the population.
Our approach has empowered our
clients with desired response from
pre-marketing campaigns to
structure their business strategies.
Our services have generated and
still generating millions of leads for
our proud customers, every day,
every hour.
Our clients have time and again
appreciated our quality delivery of
refined business leads and
intelligence through our standard
and customized Survey solutions.
Our tailor made solutions provide
excellent overview of the sectoral
competitors of our clients with
detailed competitive analysis and
recommend apt solutions to our
clients.

global service delivery models for Surveys and Lead Generation with
Where Survey Services are
being provided
Ireland
United Kingdom
Canada
United States
Australia
New Zealand
South Africa

Maven Survey & Lead Generation Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Vancouver
• New York
• Billings
• Seattle
• San Francisco
• Johannesburg
• Durban
• London
• Manchester
• Dublin
• Adelaide
• Auckland
2008 2009 2010 2011 2012 20142013
• Indianapolis
• Cincinnati
• Pittsburg
• Philadelphia
• Salisbury
• Baltimore
• Richmond

Background
This Client has a presence in more than 18 countries,
serving small and mid sized businesses in their daily
marketing, advertisement and lead generation
requirements through online business directory
services.
Within a short span of 3 years since inception, the
client has extended his business reach from 3 major
countries to Australia, New Zealand and European
Nations.
Due to cost effective and quality services offered in
terms of business promotion and networking, the
client has been successful in establishing itself as one
of the major competitors of established brands in
Business Directory services.

Challenge 1:
Prior to the launch of the brand,
our client was willing to strategize
its moves based on competitive
pricing, target market, market
share analysis, Competitive
product portfolio etc. The
company was unable to take
decisions without a detailed
analytical report on pricing
models, product portfolios and
innovation opportunities.
The client was unclear on
demographics and geographical
areas to be approached, which is
exactly why the implementation
was delayed for more than 2
months after the soft launch of
the brand.

Challenge 1:
After an analytical approach and
SWOT analysis of the line of
business of the client, Maven
advised for the implementation of
online survey facilities to corporate
audiences in specific geographic
limits with competitive pricing
models and preferences by the
customers, seeking for specific and
specialized services, which will lead
to product portfolio development.
The facility advised was a
combination of outbound calling,
Email , SMS, Broadcasting etc.
Since United States and Canada is
one of the major developed
markets in similar businesses, the
geographical limits chosen were
demarked based on countries like
Australia, Unites States, Canada,
New Zealand and United Kingdom.
The English speaking countries were
initially selected, since the lie t s
digital marketing workforce were
equipped to serve English speaking
customers.
Since, there was an initial delay in
implementation, Maven did not
want the survey process to delay the
launching of the brand by another
quarter. Hence, a decision was taken
to choose a destination based on
availability of substantial quantity of
prospective customers, based on
population and probability of service
enrolment. Maven decided to go
ahead with United States followed
by other countries, therefore,
keeping a gestation period of 15 to
17 days for completion of every
The Approach
Report based on geographic
boundaries. The granularization of
delivery instilled oxygen in the
lie t s business for quick formation
of business strategies and
implementing the same.

The Results
•The Survey results provided and in-
depth analysis of services desired by
customers and services received in
actual. This provided a larger
perspective to the Client in
designing their product and pricing
model. The client was able to
provide a bundled service for
competitive pricing, which was a
chargeable service for other
competitors. Such complimentary
services like SEO and SMO for
business promotions were highly
appreciated by the end customers.
• The granularization of delivery
allowed the quicker implementation
of customer contact for distribution
of services and reduced the Turn-
Around-Time of Break Even Point by
far.
•Within a span of a month, since
implementation, the daily sales
figures were 45% to that of the
established competitors, who were
in the business for more than 5 to
10 years.
• The number of registered
businesses since inception grew at
a steady pace of 13% growth for the
first two quarters and is currently
having an average of 5% of increase
in total number of registered users ,
since inception, for competitors
which were established for not less
than 5 years and not more than 7
years.
•Timely delivery of analyzed reports
for different geographies allowed
quick implementation of business
strategies in different locations ,
thus increasing the business spread
through expansion of boundaries
and continued acquisition.

Challenge 1:
The analyzed reports and survey
facilities facilitated the lie t s
business with an opportunity to
impress the prospective
customers through strategic
pricing models and product
bundling, which was eventually
cost effective for the lie t s.
Within a short span of time, the
business expanded to 18 countries
with similar approach of
granularization of delivery.
This facilitated the business with
monitoring of a fresh geographical
area, one at a time, which
resulted in careful and superior
supervision.
Ma e s exceptional service delivery
models ensured an yearly average of
5% increase in total number of
registered users from July 2014.
The Impact

Count of Monthly Sales & Number of Registered Customers
Percentage
Count
Sep 08
Month
Feb 09 Apr 10 Apr 14
80
Increase in Monthly Sales to Competitors with 5 years of Inception and not more than 7 years since inception
60
40
20
2
13
100
9
45
Growth in Number of Registered Customers to Competitors with 5 years of Inception and not more than 7 years since inception
88
105
86
105
Below is a graphical representation of the positive
impact after inducting the strategized Pricing Models,
Product Portfolios based on the Survey and related
analysis reports.
120

I was impressed with Maven's attention
to detail, accuracy, and adherence to an
aggressi e s hedule.
— President and CEO

Introduction
In the present Business Scenario,
customers have the luxury of access
to information, any time and any
place. Due to the Internet and
globalization, most people round
the globe are able to access the
information via computers, tablets
or mobiles. Business owners have
realized that everyone can influence
the image of their companies
through Social Media and the
customer feedback makes it, all the
more trustworthy for others.
The electronic media allows the
business to develop their brand
through networking, which is way
faster and impressive that non-
electronic approach. This allows the
business to grow beyond
boundaries and create a digital
network and eventually a
prospective market.
Maven digital marketing platform
and elite services rendered have
been highly admired and treasured
by the clients. Out customers from
varied sectors and boundaries have
been benefited through our
customized approach in making
their brand popular through an
awareness campaign and
networking by implementation of
services like SEO, SMO, Email, SMS
and broadcasting. The digital
marketing platform has converted
million of website or e-visitors into
customers, for our clients and has
allowed their business to thrive with
this unbeatable marketing strategy.
Our experienced, quality and
delivery provides assurance to small
and medium sized business in
growing further and achieving their
business goals.

global service delivery models for Digital Marketing Services with
Where Digital Marketing
Services are being
provided
Canada
United States
United Kingdom
Ireland
South Africa
Australia
New Zealand
U.A.E
India

Maven Digital Marketing Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Portland
• New York
• Chicago
• Minneapolis
• Seattle
• London
• Manchester
• Cardiff
• Leeds
• Kilkenny
• Belfast
• Dublin
• Abu Dhabi
• Dubai
• Adelaide
• Brisbane
• Sydney
• Auckland
• Wellington
2008 2009 2010 2011 2012 20142013
• San Francisco
• Louisville
• San Antonio
• Johannesburg
• Pretoria
• Bloemfontein
• Cape Town
• Delhi
• Bangalore
• Hyderabad
• Mumbai

Background
This Client is own of the leading Chain of Restaurants
in United States with specialty in Mediterranean and
Italian cuisine. They have 17 restaurants throughout
the states, under the same brand with centralized
decision making and de-centralized administration.
The restaurant has been so popular amongst the
customers, that their idea and implementation of
housing culinary skill management through
educational courses gained a huge popularity, which
contributed in harnessing quality in staffs and also
promoting culinary education and catering.

Challenge 1:
The founder of the restaurant
business was a professional car
mechanic and head acquired the
culinary skills and related
knowledge required to run the
show, from a government college.
The restaurant had been thriving
for 7 years and it was time, that
the owner was seeking an
expansion. The owner wanted to
avoid risk of over expanding, but
at the same time wanted to have
an understanding of his client
strength and also to increase the
visibility of his services and brand
before strategizing his expansion
moves. However, the in-house
marketing team was involved in
catering contracts, which is why,
the business had no touch with
other customers, till their next
visit. Calling every customer was a
tedious job for the sales team, as
their focus was on bulk business.
However, the owner did not want
to lose customers, in such a
competitive culinary market. He
was seeking a permanent solution
which allows and equips his
business to be in constant touch
with his customers, without
disturbing their business and yet
keep them informed daily with
their varied offerings. Since the
catering business was in a growing
phase, he was very keen on
corporate catering contracts and
was wondering, on how to
increase his reach and brand
visibility without spending high on
direct advertisements. Though his
sales team was performing above
average, however, making inroads
to corporate catering, meant
overturning tables of the
competitors, which as t a cake
walk.

Challenge 1:
Our understanding and due
analysis suggested that the Client
wants to acquire and retain his
customers and also improve his
brand loyalty and visibility without
incurring high expenditures on
direct investments. The solution
would allow him to strategize his
moves in expansion of restaurant
and catering business and enable
him to take vital decisions. The
restaurant had a simple website,
which required necessary changes
and implementation in designing,
Cuisine specialty highlights,
sectional representation of food
services, online reservation,
message box etc. The website was
unable to create a link between the
business and the customers
For establishing the brand visibility
of the restaurant, our dedicated
team suggested and implemented
optimization of website Meta Tags to
ensure easy appearance on the
SERPs.
Since, most of the customers today
have a strong online existence,
which has revolutionized marketing
reach and strategies, Maven ensured
that the current and prospective
customers can be linked to the brand
through online promotion of the
services in different social networks.
Through creation of inbound links,
the business would have maximum
exposure to the Netizens, which
would provide a better online
reputation management process.
The Approach
Since, building links held utmost
significance for the success of the
business, Maven concentrated on
Keyword selection to create back
links that would bring the website in
top pages of search engines.
Incorporation of right link building
services would enable the business
in creating ties to their site from
several other pages of similar theme.
This would ensure the business in
gaining more traffic from websites
related to your business or industry.

The Results
•Post implementation of changes in
designing, Cuisine specialty
highlights, sectional representation
of food services, online reservation,
message box etc. there was a
gradual growth in Number of
Website Hits by 105% and the same
grew to 300% on the second quarter.
• The Social Media Marketing of the
brand was step closer to reaching
the customers which increased to
300% on the first Quarter and was
800% by the end of the second
quarter.
•The Number of Footfalls in the
restaurant was doubled by the end
of the second quarter of
implementation and there was an
increase of Numbers of Posts and
Reviews to 300%.
•This had a direct impact on the Net
Sales figure which had a
substantially noticeable growth of
36% compared to the first quarter.

Challenge 1:
The client was able to gauge the
actual reach and popularity of his
cuisine and was satisfied with the
ongoing service delivery. This has
a direct effect in the increase of
footfalls in the restaurants and
there was substantial increase on
online reservation and website
hits, which also played a major
role in drawing prospective and
new customers to the restaurants.
This provided an opportunity to
the business to expand to 3
different states through a
centralized decision making and
decentralized administration
through franchises.
The reach of the business was so
vibrant within two years from
implementation of the services, that
the business decided to provide
contributions to the charity as a
Corporate Social Responsibility to
build brand image and also made an
effort to establish a culinary skills
management institution to impart
educational program to students in
learning and mastering their
culinary skills.
The Impact

Count of Website Hits, SMP Likes, Reviews & Sales
Percentage
Count
Apr 10
Month
Jan 10 Sep 10 Jan 11
800
Website Hits
600
400
200
1000
105
Likes on Social Media Platform
Post & Reviews
Below is a graphical representation of the positive impact
after inducting the necessary implementation in the Digital
Marketing Service which led to increase in the Website
Hits, SMP Likes and Growth in Net Sales and Reviews.
Growth in Net Sales
300
50
5
200
36
800
300
1000
700
520
370
38
41
1250
950
1200

The team at Maven is extremely devoted
to our business, our goals, and the overall
success of Restaurant business in North
America. In addition, the team works with
a high level of integrity, and I respect their
business values.."
—CEO

Introduction
Appointment setting is one of the
most difficult parts of business
development and also the most
typical barrier in growing a company
by increasing its sales. Selling o t
even be possible without directly
speaking to a prospect first. This is
especially true to start-ups and
small businesses that are very eager
to grow – and growth is t also
possible without profitable sales.
This is a crucial task wherein a
company offers a first impression to
a prospect through any means of
communication in line with the goal
of getting these prospects
interested in meeting a salesperson,
which will eventually turn into a
valid deal and along the way,
growth. This is all about possessing
the right skills to reach the right
person and the decision makers to
initiate a dialogue and eventually
setting up an appointment which
may lead to generation of sales. The
process involves pre-call research
and data analytics, which requires
experts to handle such services, as
the business may either end up
burning their leads or eventually fail
to capitalize on them, by failing to
reach the right person.
Our exposure to different sectors
and industry presence beyond
boundaries with experienced,
quality and professional workforce
provides us with the edge to meet
such requirements, leading to sales
and eventually successful
conversion of the business leads.
Our Clients have the privilege of
experiencing our exceptional B2B
and B2C appointment setting skills
with timely delivery and quality
results.

global service delivery models for Appointment Setting Services with
Where Appointment
Setting Services are being
provided
Canada
United States
United Kingdom
Ireland
South Africa
Australia
New Zealand
U.A.E
India

Maven Appointment Setting Clients
No. of
Clients
Locations:
• Calgary
• Toronto
• Portland
• New York
• Chicago
• Minneapolis
• Seattle
• London
• Manchester
• Cardiff
• Leeds
• Kilkenny
• Belfast
• Dublin
• Abu Dhabi
• Dubai
• Adelaide
• Brisbane
• Sydney
• Auckland
• Wellington
2008 2009 2010 2011 2012 20142013
• San Jose
• Louisville
• San Antonio
• Johannesburg
• Pretoria
• Bloemfontein
• Cape Town
• Delhi
• Kolkata
• Hyderabad
• Mumbai

Background
This Client is own of the upcoming brands in
hospitality industry over 10 years in Resorts and Hotel
Businesses. With 9 Resorts and 3 Hotels in India, U.A.E
and Australia, the client has further extended and
expanded his boundaries to European Nations through
Restaurant businesses in United Kingdom.

Challenge 1:
The Client was boot strapped in
increasing its client base, either
through direct sales staffs or
through telephonic marketing to
corporate and individual
customers. A membership card
program was floated by the
marketing division which would
cater both to the corporate
customers as well as to the
individual customers, which would
introduce them to the facilities
and services of the chain of hotels.
The membership would allow
them to avail various discounts on
array of services, which have been
otherwise expensive, without the
membership. However, to market
such a service, the Client did have
the sales manpower to convert
leads, however, the daily
appointments sought by the team
were handpicked and way lesser,
compared to other competitors in
the industry. The management
had huge sales numbers to be met
by the end of the year, and the
sales team achieved only 29% of
the yearly target at the half yearly
mark.
The regional management were
seeking an immediate solution to
convert the leads into prospects to
generate sales.

Challenge 1:
Since the management 71% short
of their Sales target and Half on the
year was lost, our experienced
workforce from the hospitality
industry were assigned the task of
refining the data and contacting
the customers for setting
appointments with the prospective
customers and updating the
conversation directly in the shared
CRM links, with an export data
option. This allowed the
designated sales team of the Client
to view leads appearing in the
panel with detailed information
sought over the call while seeking
an appointment.
The Approach

The Results
•The designated callers settings
appointments generated an average
of 25 leads per day for a 8 member
sales team of the client, which
gradually picked up to an average of
33 appointments per day by the
second month.
•The total appointment generated
by the end of 6 months were 5800,
out of which the sales team was
able to convert 36% of the leads into
sales.
•The regional management was
able to meet the initial sales
requirement and numbers to keep
the campaign floating and
continued with the services to
ensure that targets are over
achieved in the subsequent year.
•The sales team completed the
Yearly performance on a high, with
102% of the yearly target.

Challenge 1:
The management were extremely
satisfied with the entire process
and were boot strapped into
creating a separate division for the
membership services, where both
appointment setting and sales can
be conducted.
The increase in membership led to
increase in footfalls by 33% every
quarter, which had a direct impact
on the quarterly profits rising by
7% in 2011.
This encouraged the management
to link the membership with all their
resorts in India, U.A.E and Australia
to experience similar footfalls and
attain high customer acquisition.
This membership policy was utilized
as cross sales to customers who
preferred services of other hotels,
and worked as a tool for retention of
customers.
The Impact

Count of Average Leads Per Day and Target Achievement
Percentage
Count
Jul 10
Month
Mar 10 Sep 10 Dec 10
80
Average Leads Generated Per Day
60
40
20
15
29
100
9
25
Target Percentage Achieved to the Yearly Target
64
102
positive impact after implementation of
Appointment Setting Services which led
to increase in the leads generated and
achievement of Yearly Target
33 33
120

The appointment setting program that
you built for us exceeded all of our
expectations. We have been extremely
impressed at the tremendous return on
investment we have seen from using your
service. In addition to that, the quality of
the appointments are extremely good; to
date, we have been able to close 33% of
your appoi t e ts.
—General Manager, Sales

Introduction
Outbound Sales involves experts
sales representatives calling on
behalf of Clie t s business to
promote sales or provide leads,
ensuring revenue generation for the
business.
The process is widely used for B2B
and B2C sales. This serves as an
unique tool for the businesses, who
do not have the expertise of
distribution and sales of their
products or the existing sales and
distribution is either not performing
or not cost effective.
Our clients have always appreciated
our knowledge based approach of
engaging the right experts for the
right job. Our varied industry
experience has equipped us in
understanding the customers and
the delivering the expected results
with the most suited approach. Our
Clients have benefited from our
outbound sales services, which has
taken their performance to a
different league altogether. Either
gaining in Market share, in terms of
sales or generating sales revenue,
our clients have experienced
unmatched services and results.
Our outbound sales experience and
delivery in varied sectors have given
the edge in knowledge,
performance and timely delivery.
From Telecom to Insurance and
Education to Hospitality, we have
been able to redefine achievements
and success for our clients.

global service delivery models for Outbound Sales Services with
Where Outbound Sales
Services are being
provided
Canada
United States
United Kingdom
Ireland
South Africa
Australia
New Zealand
U.A.E
India

Maven Outbound Sales Service Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Vancouver
• New York
• Chicago
• Minneapolis
• Milwaukee
• London
• Manchester
• Leeds
• Swansea
• Glasgow
• Belfast
• Dublin
• Perth
• Adelaide
• Hobart
• Brisbane
• Auckland
• Napier
• Dunedin
2008 2009 2010 2011 2012 20142013
• San Francisco
• Louisville
• Kansas City
• Johannesburg
• Pretoria
• Bloemfontein
• Cape Town
• Sharjah
• Abu Dhabi
• Mumbai
• Bangalore
• Delhi

Background
The client is one of the most renowned Institutes of
Management Studies in India with full time Masters
program in HR, Administration, Marketing and
Finance. The institute is renowned for its Executive
MBA programmes which is offered to professionals
with a minimum experience of 6 years and above.
The Institute is one of the Premier B schools with elite
teaching staffs and placement facilities with top blue
chip corporates of India and abroad.

Challenge 1:
The Client is one of the Premier B
Schools in India and is imparting
education since 1992. The
institute came up with an
Executive Master program in
Business Administration, Finance,
Marketing and HR with a reduced
requirement of work experience
from 6 to 3 years. The duration of
the program is 1 year compared to
the other executive program,
which has a duration of 1.6 years.
The institute wanted to capitalize
on the bright working
professionals with lesser
experience, who end up choosing
other institutes in opting for
Executive MBA courses, only
because the benchmark is too
high. The admission was based on
criteria fulfilment and an in-house
panel of selectors to decide on
selection of candidates. The client
was not willing to spend on direct
marketing through advertisements
as this new Executive MBA
program with reduced duration
and cost, was a pilot project and
was willing to gauge the response,
which would decide the fate of the
campaign in the near future.
The institute did not have an in-
house facility to reach out to the
prospects and perform the initial
screening.

Challenge 1:
Maven analyzed and structured the
approach to the prospects through
Outbound Sales performed through
lead generation. The initial contact
with prospects were performed on
the social networking sites and
professional networking sites to
increase the rate of probability of
qualified leads. The prospects were
contacted through messages and
emails in the social and
professional networking sites. An
outbound call would follow up
after the receipt of written interest
or receipt of a call at the contact
centre number.
A direct outbound service was also
implemented based on the leads
provided and purchased by the
institute, to ensure speedy
applications and selection process.
The outbound service was in
advisory mode, and the application
was conducted through sending the
application form through an email,
to which the candidate was required
to fill the same and send it back with
the necessary documents via email.
This process generated a lot pace in
the application and selection
procedure, and each completed
application was updated in the CRM
platform of the institute to initiate
immediate selection procedure.
The Approach

The Results
•The campaign was launched in
November 2011 for sourcing
application and conducting
admissions on January 2012. Within
a short span, through outbound
calling 365 applications were
processed and 200 applications
were processed through contact
established through social and
professional networking sites
through a customized approach,
which had a mix of email and
outbound call.

Challenge 1:
The institute got more
applications, than expected for
their eastern region requirements.
This ensured the success of the
campaign and the requirement
increased by 25% in November
2012 for the January session on
2013.
The Impact

Count of Applications
Percentage
Count
Dec 11
Month
Nov 11 Nov 12 Dec 12
160
No. of Applications sourced from Outbound Call
120
80
40
80
120
160
205
No. of Applications sourced from a Bundled service of email and outbound call through social networking sites
125
162
Below is a graphical representation of the positive
impact after implementation of Outbound Call Services
and Customized Outbound Services which led to
increase in the number of application sourced.
225
240
200
230

We ha e hose Ma e as our part er
because they bring a deep understanding
of customer needs, have a track record of
operational excellence and most
i porta tly, are alig ed to our alues.
—President and Program Coordinator

Introduction
Today's businesses need a website
as in the past they needed a phone
line. There is no way, a business can
survive without having a presence
in the web.
A website has no geographical
limitation. It is like having a very
dynamic, well organized sales force
available to your customers 24
hours a day, 7 days a week.
Competition on the Internet has
dramatically increased in recent
years and the quality of the content
of a website is as important as its
looks. If you own a store or an
office, you probably keep an eye on
your competition and always strive
to deliver a differentiated product
or service to your customers. The
Internet works the same way.
It is considerably easier to adopt
new tactics for promoting and
selling using a website than to
update flyers, catalogs and
brochures you have already printed.
To determine whether changes are
needed, you must know your
competitor and your visitors and
constantly evaluate the
performance of your website. The
company that will develop and
maintain your website must be able
to help you with these technical
tasks.
With over 150 clients from different
sectors, Maven possess the
knowledge and delivery skills which
our clients seek. Our clients have
not only experienced a change in
the way their brand evolved but
also a change in the way, business is
viewed and performed. Our
expertise has taken the business
competition and performance to a
whole new level, in this age of
digitalization. We have been
successful in taking our clients
ahead and keeping them in the
competition with our expertise and
customized solutions and services.

global service delivery models for Website Development Services with
Where Website
Development Services are
being provided
Canada
United States
United Kingdom
Ireland
South Africa
Australia
New Zealand
U.A.E
India

Maven Website Development Clients
No. of
Clients
Locations:
• Ottawa
• Toronto
• Portland
• New York
• Chicago
• Minneapolis
• Seattle
• London
• Manchester
• Cardiff
• Leeds
• Kilkenny
• Belfast
• Dublin
• Abu Dhabi
• Dubai
• Adelaide
• Brisbane
• Sydney
• Auckland
• Wellington
2008 2009 2010 2011 2012 20142013
• San Francisco
• Louisville
• San Antonio
• Johannesburg
• Pretoria
• Bloemfontein
• Cape Town
• Delhi
• Bangalore
• Hyderabad
• Mumbai

Background
The Clients is one of the leading car rental companies
in Canada, with more than 40 vehicles operating in the
state of Ontario and another 60 operating in Manitoba
and Alberta. The company was incorporated in the
year 1994 with two cars and survived tough
competition and gradually paced growth from 2008 by
acquiring 3 Car Rental companies.
The company specializes in Japanese luxury cars to
Limousine, Caravan along with other brands.

Challenge 1:
The company had a telephonic
booking system , which was in-
house and were serviced by the in-
house staffs. The customers were
required to come down to their
downtown Toronto office, to check
the vehicle before taking the same
on rent. Moreover, this was
actually resulting in customer
dissatisfaction, as it is often to be
found that there are more
customers queued up for a specific
model of vehicle and customers in
the office were more than the
number of available vehicles of
that specification. The business
did not entertain booking on calls,
as cars were charged on hourly
basis, and any delay would result
in an hourly loss of the business.
The Client wanted a solution
where the customers would
require to drop down to the office,
only for collection of keys and
providing the required documents
in booking a vehicle, along with
the payment.

Challenge 1:
Maven analyzed that the client
wanted to safeguard his interests in
not loosing out to immediate
opportunities and yet keep the
customers happy. With an existing
website, which does not permit
online booking and payment, the
customer satisfaction was far from
reality.
Maven suggested and
implemented its website
development services with online
booking option along with payment
acceptance. This would ensure
speedy business, without loss of
opportunity and would keep the
customers happy without any delay
in payments as well. Once the
procedure is completed, the
customer would drop down and
collect the keys after completion of
the formalities with the documents.
The 3 D pictorial view of the vehicles
were uploaded with specification
provided, along with the hourly
pricing and related information. The
customers had the facility to select
their vehicles from the drop down
list, and check the 3D View, which
included the rotational, Top, front
and side view, including the interiors.
The customers were required to
select start and end dates of booking
and the details of the destination of
travel and the same would lead
them to the payment page where
the customers were able to pay
online through their debit and credit
cards, which they were doing over
the counter, previously.
The Approach
The customers were required to
create an account for themselves,
with an ID and password and have
them registered with basic
information with contact numbers
and SIN card details and Driving
Licence number. This would allow
the customers to avail the facilities
and would allow the in-house staffs
to verify the legitimacy of the
information and the client before
handing off the keys. This procedure
ensure high compliance and
reduction of risks of the client. The
website had the feature of paying for
the term insurance for the travel,
and ensured a complete package to
both the customer and the client.

The Results
•The In-house telephonic operation
was reduced by 95% by the second
quarter, as customers were choosing
the vehicles online and payments
were also processed through the
same platform. The existing calls
were either for towing requirements
or a general enquiry for non-online
savvy customers, who were very
few.
• There was 18% increase in CSAT in
the third quarter, post
implementation, which increased to
92% by 2013.
•The Review and Postings of the
customers increased by 35% by the
end of 2010.
•The in-house footfalls were reduced
to documentation submission by
customers, prior to the collection of
vehicle for rental services.
•This had a direct long term effect
on the net margins or profits of the
client, which increased to 36% in
2013, compared to the figures in
2009.

Challenge 1:
The Client had his customers
happy, at the end of the day, and
the operational procedures eased
out by the website, allowed the
customer to kick-off an added
service of Chauffer rental.
With systems streamlined in three
major states, the client was able
to expand his business, and reach
out to the states of Wisconsin,
Minnesota, North Dakota and
Montana by end of 2013
The Impact

Count of CSAT, Reviews, Queries & Net Margin
Percentage
Count
Sep 09
Month
Feb 09 Apr 12 Dec 13
80
CSAT of Customers
60
40
20
100
42
Number of Reviews and Posts
Count of Telephonic Queries on Rental
Below is a graphical representation of the positive impact
after inducting the necessary implementation in the Website
which led to increase in the CSAT, Number of Reviews,
Number of Telephonic Queries and Growth in Net Margin
Growth in Net Margin
15
5
5
7 10
40
60
57
85
2
4
22
36
68
92
120

We were impressed with the
professionalism and dedication shown by
Maven. The creativity and flexibility in
their approach helped us to create a
bespoke and unique website. It was also
refreshing to work with an agency that can
deliver on-time with no issues.
We are delighted with the work Maven
has done for us, we hope to continue our
relationship with them in the future."
— Director

Introduction
E-commerce has simplified the life
of a customer, however, from the
point where an order is placed until
the sale is closed by the realization
of payment and product delivery,
the administrative process is of
worthy importance.
We have successfully streamlined
the entire process so that the
business house goes on conducting
its daily business affairs, seamlessly
while we manage it for them.
Ma e s Order Management Service
helps drive revenue by focusing on
your operations and customer
requirements. Our solutions are
tailored to enable end-to-end
visibility and deeper insights to any
order or query in B2B and B2C
Order management environment.
Maven's order management
solutions provides collaborative
approach towards linking processes
with tools and technology which
can streamline your planning
process and drive value to your top
and bottom line. Customers or sales
teams can get accurate information
and status on their orders in real
time on web or mobile.
Maven can measure and manage
best in Class metrics that impact
cost reduction, customer
experience and help drive revenue.
We measure performance in real-
time against defined metrics that
provide insights needed to take
timely corrective action. Our
standard design principles help
identify the key levers that are
critical for enhancing performance
and customer buying process.

global service delivery models for Order Management Services with
Where Order
Management Services are
being provided
Canada
United States
United Kingdom
Ireland
South Africa
Australia
New Zealand
U.A.E
India

Maven Order Management Clients
No. of
Clients
Locations:
• Toronto
• Jacksonville
• New York
• Carson City
• London
• Derby
• Kettering
• Dublin
• Dubai
• Sydney
• Auckland
• Wellington
2008 2009 2010 2011 2012 20142013
• Rockford
• Greensburg
• Pretoria
• Johannesburg
• Delhi
• Bangalore
• Hyderabad
• Mumbai

Background
The Client is one of the leading Online shopping
companies in Europe with presence in India and U.A.E.
This electronic commerce company was established in
2007.
The lie t s reported sales were 15 million
in FY 2008–2009, 107 million in FY 2009–
2010 and 317 million for FY 2010–2011.
The client projects its sales to reach 8 billion by year
2016. On average, the client sells nearly 8 products per
minute and is aiming at generating a revenue of 20
billion by 2016.

Maven BPO - Company Profile

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Maven BPO - Company Profile

Similar to Maven BPO - Company Profile (20)

Maven BPO - Company Profile