Delivery Approach

Customer Portal
Business benefit metrics

Program status

Critical account status

SLA mgmt

Product Sustaining and Support

Product roadmap

Optimization
Phase containment

CMMi

Code hardening

Dashboard and reporting

Process Enhancers

TL9000

Solution Accelerators

Key product quality and support metrics

Product and support CSAT

Integrated support and sustaining center

Critical customer handling processes
Fully integrated workflow
Focus on entire life cycle Customer case to resolution

Transition

Six Sigma

Well defined ASSeT TM methodology

Seamless integration into client development and support environment

As the largest percentage of product

margins come from mature products,
sustaining them is a necessary yet costly
affair.

Planning and strategy

Client
Processes

Feature point/ function point estimation

Mccabe complexity

Defect analytics

Critical Competencies
Product architects

Product managers

TME

Program managers

Escalation support engineers

Key Components
Web 2.0 based esupport portal

ASSeT Transition
framework

MASCoT Managed
services framework

Sustaining products is becoming an expensive affair

Defect analytics
engine

CQMP Phase
containment

Code hardening
framework

Customers loyalty has always been a critical

factor directly affecting an organizations
profit. Organizations spend through their
nose to keep their customers satisfied. The
costs associated with a satisfied customer
can be seen on the right.

Cost of
quality

Cost to correct defects increases by up to 100% when they

are identified close to deployment or operational phase

Cost of
sustenance

For a software development project, 80% of software

development dollars are spent correcting software defects

Barry Boehm

NIST study

Investment
dilemma

75% of the budget is spent on old product maintenance

support and testing; 25% is spent on new product
development

Forrester

Challenges in sustaining a product

Case Studies
Leading networking player
Reduced team size and decreased incoming defects through phase containment, code hardening,
defect assignment and static analysis. HCL was able to cut down on the team size by 40%. Incoming
defects were also reduced substantially.

In a competitive environment, customers award their loyalty only to the one they perceive as the best. Poor product
quality, transgression of defect resolution deadlines, inadequate debug ability and slow response to customers issues
are hurdles to customer satisfaction

Telecom OEM

There is an increased pressure on maintaining product margins with existing products consuming a large share of the
budget. Expensive tech support and low fix rate add to the woes. Product margin and market share drop while
customer case backlog increases

HCL provided technical support on product limitation, recorded customer feedback and suggestions
and provided engineering support in the form of technical trainings and knowledge documents. The
MTTR was improved by 40% and the incoming CFD was reduced by up to 50%.

Sensitive customers and reluctance/inability to outsource high value functions tie up expensive resources to
sustenance. The lack of experience in new products results in delays, cost escalations and unhappy employees

Leading networking OEM

HCL is managing end-to-end product sustaining and roadmap for 12 products of a leading networking
OEM on a risk-reward sharing model, releasing 400+ engineer bandwidth for new product development.

With multiple patents and an exhaustive knowledge repository, HCL has

used the most innovative models to help some of the big names sustain
their products which earned it a brilliant track record across verticals.

HCL Value Proposition

& creating the associated solution delivery ecosystem to help build market leadership. Right now, 16,000

eootb@hcl.com

of

Improving customer loyalty

Optimizing sustaining cost

Freeing up experienced resources

for NPD

Proposition

Proposition

Proposition

Integrated engineering and tech support

teams
Proven phase-containment and code
hardening methodologies
Integrating PDLC processes for acquired
products

Impact
Reduce the average incoming customer
found defects by 20%
Reduce critical customer cases by 10%
Improve CSAT by 20%

Integrated horizontal sustaining teams

across product and technologies
Web 2.0 based e-support
Proactive support to reduce the customer
cases

Impact
Reduce sustaining cost by 15%
Reduce support cost by 10%

Proven competencies beyond engineering

Architecture, product management, TME
Risk and reward engagement model
Process for customer handling

Impact
Unlock experienced resources by 80%
Increase innovation capacity by 30%

Delivery Approach
Customer Portal
Program status

Critical account status

SLA mgmt

Product Sustaining and Support

Product roadmap

Optimization
Phase containment

CMMi

Code hardening

Dashboard and reporting

Process Enhancers

TL9000

Solution Accelerators

Key product quality and support metrics

Product and support CSAT

Integrated support and sustaining center

Critical customer handling processes

Focus on entire life cycle Customer case to resolution

Transition

Six Sigma

Seamless integration into client development and support environment

As the largest percentage of product

margins come from mature products,
sustaining them is a necessary yet costly

Planning and strategy

Client
Processes

Feature point/ function point estimation

Mccabe complexity

Defect analytics

Cost of
quality

Cost to correct defects increases by up to 100% when they

Cost of
sustenance

For a software development project, 80% of software

development dollars are spent correcting software defects

Barry Boehm

Critical Competencies
Product architects

Product managers

TME

Program managers

Escalation support engineers

Customers loyalty has always been a critical

Key Components
Web 2.0 based esupport portal

ASSeT Transition
framework

MASCoT Managed
services framework

Defect analytics
engine

CQMP Phase
containment

NIST study

Investment
dilemma

Code hardening
framework

75% of the budget is spent on old product maintenance

support and testing; 25% is spent on new product
development

Forrester

can be seen on the right.

Challenges in sustaining a product

Case Studies
Leading networking player
Reduced team size and decreased incoming defects through phase containment, code hardening,
defect assignment and static analysis. HCL was able to cut down on the team size by 40%. Incoming
defects were also reduced substantially.

In a competitive environment, customers award their loyalty only to the one they perceive as the best. Poor product
quality, transgression of defect resolution deadlines, inadequate debug ability and slow response to customers issues
are hurdles to customer satisfaction
There is an increased pressure on maintaining product margins with existing products consuming a large share of the

Telecom OEM

customer case backlog increases

HCL provided technical support on product limitation, recorded customer feedback and suggestions
and provided engineering support in the form of technical trainings and knowledge documents. The
MTTR was improved by 40% and the incoming CFD was reduced by up to 50%.

Sensitive customers and reluctance/inability to outsource high value functions tie up expensive resources to
sustenance. The lack of experience in new products results in delays, cost escalations and unhappy employees

Leading networking OEM

HCL is managing end-to-end product sustaining and roadmap for 12 products of a leading networking
OEM on a risk-reward sharing model, releasing 400+ engineer bandwidth for new product development.

Hello, I'm from HCL's Engineering and R&D Services. We enable technology led organizations to go to market
with innovative products and solutions. We partner with our customers in building world class products and
creating associated solution delivery ecosystems to help bring market leadership. We develop engineering
products, solutions and platforms across Aerospace and Defense, Automotive, Consumer Electronics, Software,
Online, Industrial Manufacturing, Medical Devices, Networking & Telecom, Office Automation, Semiconductor
and Servers & Storage for our customers.

With 1000+ professionals, multiple patents and an exhaustive

knowledge repository, HCL has used the most innovative models to help
some of the big names sustain their products which earned it a brilliant
track record across verticals.
HCL Value Proposition
Improving customer loyalty

Optimizing sustaining cost

Freeing up experienced resources

for NPD

Proposition

Proposition

Proposition

Integrated engineering and tech support

teams
Proven phase-containment and code
hardening methodologies
Integrating PDLC processes for acquired
products

Impact
Reduce the average incoming customer
found defects by 20%
Reduce critical customer cases by 10%
Improve CSAT by 20%

Integrated horizontal sustaining teams

across product and technologies
Web 2.0 based e-support
Proactive support to reduce the customer
cases

Impact
Reduce sustaining cost by 15%
Reduce support cost by 10%

Proven competencies beyond engineering

Architecture, product management, TME
Risk and reward engagement model
Process for customer handling

Impact
Unlock experienced resources by 80%
Increase innovation capacity by 30%