| IT
Services |
CMS |
Tata
Infotech |
Wipro |
HP |
IBM |
HCL |
TCS |
Industry
Average |
CIO
Importance |
| Pre-sales
activity Overall |
| Involvement
in trying to understand requirements |
70.0 |
74.2 |
69.9 |
71.5 |
70.8 |
71.4 |
78.7 |
72.4 |
8.9 |
| Proactive
approach of the company in reaching out to customers |
68.4 |
65.4 |
75.1 |
73.2 |
72.1 |
68.3 |
76.8 |
71.3 |
8.8 |
| Professionallism
of marketing staff |
69.1 |
67.0 |
69.9 |
72.4 |
73.4 |
70.2 |
78.1 |
71.4 |
8.8 |
| Empathy
trying to understand requirements/problems from our view point |
68.1 |
70.1 |
67.8 |
69.5 |
69.6 |
67.7 |
79.4 |
70.3 |
8.8 |
| Adherence
to promose/schedule the extent to which they tulfilled their promise |
67.4 |
72.8 |
70.1 |
72.3 |
69.0 |
66.6 |
78.4 |
70.9 |
8.8 |
| Presentability
of marketing staff the way they were dressed |
68.5 |
72.2 |
68.3 |
71.2 |
72.0 |
69.2 |
76.9 |
71.2 |
8.8 |
| Sales
guys provide support as consultant they try to understand problem and
suggest alternatives |
67.0 |
66.0 |
68.6 |
70.7 |
71.9 |
68.7 |
73.7 |
69.5 |
8.7 |
| Response
time of marketing staff time taken to revert on a query |
68.3 |
73.4 |
67.4 |
69.1 |
71.6 |
65.8 |
77.7 |
70.5 |
8.7 |
| Friendlines
of marketing staff |
64.3 |
66.7 |
65.5 |
69.9 |
67.6 |
68.7 |
76.5 |
68.5 |
8.6 |
| Help
desk-Over all |
| Information
given to the complaint |
69.1 |
76.1 |
69.2 |
69.4 |
68.3 |
62.3 |
76.4 |
70.1 |
8.8 |
| courteousness
of the helf desk staff |
67.4 |
71.4 |
68.8 |
67.4 |
67.9 |
63.4 |
77.3 |
69.1 |
8.8 |
| Awarness
of call status |
66.0 |
69.8 |
66.9 |
72.0 |
66.5 |
66.1 |
78.1 |
69.3 |
8.7 |
| Number
of phone lines working are less/engaged/not working |
67.1 |
66.9 |
68.3 |
70.4 |
72.1 |
64.1 |
79.4 |
69.7 |
8.7 |
| Easy
to reach how easy is it to get in touch, is it difficult to reach
them beacause |
66.9 |
72.8 |
66.3 |
72.7 |
68.4 |
65.0 |
81.5 |
70.5 |
8.7 |
| Empathy
do they try to understand problem from your perspective |
64.1 |
67.8 |
66.5 |
70.9 |
65.3 |
68.7 |
74.8 |
68.3 |
8.7 |
| Pick-up
Time taken to pick up the phone call once the phone bell starts ringing |
63.0 |
70.9 |
68.9 |
68.8 |
66.4 |
65.5 |
77.1 |
68.6 |
8.7 |
| Information
on the availabilityof engineer |
63.1 |
70.8 |
67.8 |
68.5 |
62.1 |
64.2 |
78.2 |
67.8 |
8.6 |
| Attitude
of helpdesk staff towards problem solfing |
64.5 |
73.9 |
65.3 |
71.2 |
66.8 |
68.4 |
73.3 |
69.0 |
8.6 |
| Time
to close the PHONE-CALL, I.e., is the help desk prompt enough to take down
complaint or do they usually ask you to hold for a long time |
65.1 |
66.0 |
66.8 |
70.2 |
63.0 |
62.6 |
78.1 |
67.4 |
8.6 |
| Technical
Expertise of service personnel Overall |
| Diagnositc
ability HARDWARE I.e ability to resolve the root cause of Hardware related
problems quickly |
71.3 |
69.9 |
72.9 |
74.4 |
69.8 |
74.6 |
78.8 |
73.1 |
9.2 |
| Diagnositc
ability SOFTWARE I.e ability to resolve the root cause of Software related
problems quickly |
70.2 |
68.1 |
72.2 |
73.3 |
69.4 |
74.8 |
80.8 |
72.7 |
9.2 |
| Hardware
problem fixing Ability I.e ability to fix the H/W related problem quickly
and properly |
69.6 |
74.9 |
68.6 |
70.8 |
71.9 |
72.6 |
78.3 |
72.4 |
9.0 |
| Software
problem fixing Ability I.e
ability to fix the S/W realated problem quickly and properly |
68.4 |
77.1 |
70.1 |
69.4 |
69.9 |
69.3 |
76.7 |
71.5 |
9.0 |
| Ability
to understand and act in diverse situations requiring diverse skill sets
(Hardware management, Software/aps mgmt LAN/WAN Mgmt etc. |
71.4 |
73.0 |
66.7 |
69.0 |
71.2 |
69.6 |
76.3 |
71.0 |
9.0 |
| Knowledge
of commonly used software application (to guide employees) |
70.2 |
73.2 |
67.4 |
69.1 |
69.6 |
71.8 |
79.8 |
71.6 |
8.9 |
| Ability
to gain expertise on mission critical applications |
70.2 |
67.6 |
67.2 |
70.5 |
67.7 |
69.5 |
77.6 |
70.1 |
8.9 |
| Non
recureence of problem the problems does not recure in most cases |
70.3 |
75.8 |
64.1 |
67.2 |
69.6 |
66.5 |
75.3 |
69.8 |
8.8 |
| Ability
to understand and handle new/custom made applications |
68.7 |
71.2 |
64.7 |
69.1 |
68.3 |
67.1 |
75.5 |
69.2 |
8.8 |
| Attitude
of service personnel-Overall |
| Commitment
and result orientation of service Engineers |
68.7 |
71.2 |
71.6 |
73.1 |
70.8 |
65.3 |
75.9 |
70.9 |
8.9 |
| Friendiness
& a good rapport of service Engineers with the employees of the
organization |
67.6 |
71.7 |
71.2 |
71.2 |
68.5 |
65.5 |
73.2 |
69.8 |
8.9 |
| Belongingness
the engineers feel as part of our organization |
67.8 |
74.2 |
69.1 |
72.4 |
63.8 |
65.2 |
75.1 |
69.7 |
8.9 |
| Pro-Active
Approach I.e they act in advance to deal with an enexpected
difficulty/problems |
66.6 |
72.3 |
72.0 |
72.5 |
63.0 |
66.0 |
70.9 |
69.0 |
8.8 |
| Solution
Oriented the service enginers have a tendecny to look towards solutions
rather than lookingat problems |
68.4 |
66.0 |
68.8 |
70.6 |
61.6 |
63.7 |
74.1 |
67.6 |
8.7 |
| Act
as advisors/consultants ie once a problem is detected, do they simply fix
it or advise the user on how to prevent recurrence of the same |
66.4 |
71.3 |
69.8 |
66.7 |
68.4 |
60.7 |
72.5 |
68.0 |
8.7 |
| Respectng
the the higher ups of the company |
64.0 |
65.0 |
70.1 |
70.4 |
65.1 |
62.5 |
71.6 |
66.9 |
8.6 |
| Discipline
in the office/with the official and fellow employees |
65.4 |
64.0 |
67.2 |
71.3 |
62.6 |
64.3 |
71.6 |
66.6 |
8.6 |
| Availability
of spares Overall |
| Most
of the spares are accessible to the engineers with in short span of time |
68.0 |
69.2 |
67.1 |
66.3 |
64.4 |
64.0 |
74.8 |
67.7 |
8.8 |
| Day
to day regular spares are stocked inside our office |
68.1 |
67.3 |
67.3 |
67.0 |
64.1 |
65.4 |
77.1 |
68.0 |
8.7 |
| Crucial
spares are stocked within reachable limites |
67.4 |
64.6 |
67.6 |
69.0 |
64.7 |
62.2 |
76.9 |
67.5 |
8.7 |
| Adherence
to contact Overall |
| Walk-an-extra-mile-I.e
the servie engineer does not simpley adhere to contract but usually
delivers in access to what is mentioned in the contract |
66.0 |
74.6 |
70.6 |
69.1 |
71.2 |
65.3 |
79.3 |
70.9 |
8.8 |
| Adherence
to service level agreement |
63.4 |
69.3 |
67.9 |
68.4 |
70.7 |
64.2 |
78.6 |
68.9 |
8.7 |
| Adherence
to up time as mentioned in contract |
66.1 |
68.3 |
68.2 |
63.6 |
69.7 |
65.0 |
76.4 |
68.2 |
8.7 |
| Adherence
to agreed resoution time |
67.6 |
67.1 |
67.9 |
63.8 |
65.4 |
61.1 |
76.9 |
67.1 |
8.6 |
| Maintain
the channel of communication and escalate the problems when requred |
66.0 |
68.0 |
66.7 |
69.9 |
69.3 |
58.0 |
75.8 |
67.7 |
8.6 |
| Adherence
to agreed turn around time |
66.0 |
66.7 |
68.6 |
63.5 |
68.7 |
63.1 |
71.9 |
66.9 |
8.6 |
| Follow
the instruction manuals as provided |
67.9 |
68.7 |
65.4 |
66.8 |
64.0 |
60.1 |
80.2 |
67.6 |
8.6 |
| Adherence
to maintaining minimum inventory levels at site |
65.4 |
69.0 |
64.8 |
66.1 |
68.0 |
60.4 |
74.5 |
66.9 |
8.5 |
| Routine
or preventive maintenance/checks by engineers-Overall |
| Auditing
the systems and infrastructure |
69.0 |
71.7 |
64.4 |
69.0 |
70.8 |
63.0 |
78.2 |
69.4 |
8.9 |
| Optimisation
and tunning of the systmes |
68.8 |
69.8 |
64.0 |
69.5 |
68.0 |
65.2 |
77.5 |
69.0 |
8.8 |
| Quality
of service -overall |
| Response
times |
69.4 |
68.8 |
71.5 |
71.8 |
70.5 |
70.2 |
76.6 |
71.3 |
9.2 |
| Complaint
resolution time |
70.1 |
68.7 |
71.6 |
69.7 |
69.6 |
67.2 |
78.9 |
70.8 |
9.1 |
| Up-time |
69.5 |
72.3 |
67.7 |
70.3 |
77.2 |
68.0 |
72.8 |
71.1 |
9.0 |
| Turn
around time |
68.7 |
71.1 |
67.7 |
68.9 |
80.0 |
70.4 |
75.9 |
71.8 |
9.0 |
| Root
cause analysis |
69.6 |
65.0 |
68.5 |
69.9 |
76.2 |
71.0 |
73.9 |
70.6 |
9.0 |
| Back
-up arrengement |
66.3 |
68.3 |
69.1 |
72.9 |
73.1 |
71.4 |
75.8 |
71.0 |
9.0 |
| The
probelem get resolved without investment in spares unless until
necessarily required |
66.4 |
70.4 |
68.8 |
70.5 |
71.3 |
67.3 |
77.2 |
70.3 |
8.9 |
| Maintainencance
of records on consumbales |
64.5 |
67.7 |
70.6 |
73.6 |
73.7 |
70.0 |
75.5 |
70.8 |
8.8 |
| Adherence
to schedule/procedure regarding asset management |
64.5 |
67.3 |
66.6 |
69.4 |
64.1 |
68.3 |
75.7 |
68.0 |
8.8 |
| Tracking
of inventory |
65.6 |
67.6 |
68.2 |
71.3 |
68.0 |
68.3 |
81.4 |
70.0 |
8.8 |
| Value
added services |
| Provide
options on different hardware platforts |
66.4 |
68.3 |
65.6 |
71.2 |
73.9 |
66.9 |
77.8 |
70.0 |
8.8 |
| Provide
options on different OS platforms |
66.0 |
67.7 |
64.5 |
72.9 |
71.2 |
68.1 |
74.5 |
69.3 |
8.8 |
| They
track other assets and their AMCs and liase with the other vendors for
effective asset management (Vendor Management Services) |
66.8 |
66.7 |
66.8 |
66.8 |
70.9 |
66.6 |
79.6 |
69.2 |
8.7 |
| Disaster
management-over all |
| Prompt
action by the senior engineers in case of major failures |
65.8 |
64.2 |
67.9 |
66.6 |
69.5 |
66.9 |
75.8 |
68.1 |
8.9 |
| A
team of expert engineers takes charge of the situation in case of extreme
uggencies |
65.1 |
63.6 |
65.0 |
65.1 |
67.5 |
66.3 |
75.3 |
66.8 |
8.8 |
| Disaster
Management plan is in place |
66.3 |
62.4 |
65.2 |
61.1 |
70.2 |
65.9 |
75.2 |
66.6 |
8.8 |
| The
work is completed even if it means putting in extra hours and manpower |
64.9 |
65.4 |
65.6 |
67.0 |
66.9 |
65.7 |
80.9 |
68.1 |
8.8 |
| Alternate
arrangements in case of diaster, ie in case of a diaster do you think that
the team is able to make some temporary arrangements so that at least
critical systems start running |
65.2 |
66.1 |
67.3 |
65.8 |
67.8 |
66.1 |
79.1 |
68.2 |
8.7 |
Print
Comment
Email
Digg
Del.icio.us
Reddit
Twitter
