We view our relationship with you as our strength and pride. As in other relationship we trust in giving our partners their own space. Thus we believe in flexibility, adaptability, co-existence and co-profitability. Thus we have formulated certain relationship models that we incorporate into enhancing our business relationship in a manner that suits your business temperament.

Outsourced adoption is one of the widely accepted and practiced models. Through this model, the outsourcing provider helps the client set up the contact centre from start to finish. The association covers establishment of the operation, acquisition of facilities and staff and extends to actually running the centre for a defined period. Once the centre and services are well established, management and ownership is transferred to the customer. This proven service transfer platform is designed to ensure process integrity and minimize inherent migration risks.

In the traditional outsourcing an entire business process is moved offshore in order to leverage the expertise and cost benefits offered by the outsourcing partner. This model works well for routine, non-core business processes. The outsourcing company takes complete responsibility for carrying out the business process. The company makes quality measurements on process outcomes, but does not directly manage the process.

Co-managed outsourcing follows the traditional outsourcing model; the only difference is that a manager from the customer organization is located at the offshore center. This approach provides an added level of confidence because of the presence of an experienced company manager, while it takes full advantage of the offshore partner's knowledge of local laws and culture.

In this engagement model, the customer organization and offshore supplier set up a joint venture entity that will predominantly service the customer's business. The offshore supplier brings the local expertise and service skills while the customer brings its knowledge of the existing business function while maintaining greater management control.

The Assisted Build Out model works well for organizations that require assistance with specific processes associated with captive operations. Some of the processes include recruitment, training or quality initiatives.

The reserved capacity model, primarily meant for captive operations enables the purchase of enough outsourced capability, in terms of staff and infrastructure, to perform a certain amount of work. This capacity is kept in place, regardless of the workload. When this option is employed, the captive center does not have to adjust staffing to meet workload demands - thus avoiding the expenses associated with constant staffing readjustments.