eC emphasizes on flexibility and responsiveness. eC continually works on customer orientation and ability to partner with customers on an ongoing basis for mutual benefit. To this effect, eC has implemented a strong and a very effective account and delivery management model, with single-point owners for customer management.

eC conducts client engagements at any of the following six levels:

• Project Contracts (PC based on SLAs)
• Joint Venture (JV)
• Build-Operate-Transfer (BOT)
• Dedicated Setup (DS)
• Integrated Vendor Alliance (IVA)
• Extended Development Center (XDC)

Based on mutual understanding, the delivery or partnership models including JV, BOT, DS, IVA and XDC are supported by shared services like corporate Administration, HR, QA, R&D and other non-core support functions. The management processes, control and review mechanisms ensure complete transparency of progress, output, plans and problems, as if the projects are executed at single location.

eC partnership business models, such as extended development centers or offshore development centers in India to companies overseas, offer a considerable cost advantage over having in-house development resources. At offshore centers the non-core areas in development life cycles like Software Quality Assurance and Testing present even greater savings.

Please call eC offices to know more about custom engagement models

eC’s inimitable model

eC is one of the pioneers to establish Extended Development Center (XDC) models and has been the forerunner in strategic project management framework. An expert management team with several years of experience in the IT industry has been eC’s backbone. eC’s experience has resulted in the maturity of processes, systems, standards, best practices, internal operational and compensation policies and overall cultural unity with the markets that eC serves.

eC offshore leverage is high for a given project, and hence the total cost of project execution via XDC comes down.

When XDC is a client centric facility, it becomes an integral part to help move the global value chain of the client. For example, execution of a part of non-core activities such as testing and quality assurance, relatively, in software product development lifecycle, at XDC by client provides a more immediate and bigger opportunity than being under one roof at client site (along with product development), for a simple reason, as it involves non-core functions, on the value chain, which can be executed by most cost effective means and in most dramatic turnaround times.

Client may look at eC with XDC as a low-cost base and find the going easy as barriers are limited to nil. Not only because costs of resources and infrastructure, say, for development, testing and QA will be kept low by eC but also because eC understands the client value chain. Client can consistently lower the raise of cost by say 3-5% annually to make market corrections or address inflation. Many argue that the costs that are calculated are generally low, so why should we not raise them further every year in the budget. However, eC sees the need to match and lower further via XDC. This is possible on the definite understanding that productivity levels increase attributing to saving in operational costs of XDC despite market escalations. So, eC with XDC can match demands of further cost control, if any.

XDC provides a unique cost advantage opposed to costs incurred in having some non- core activities of software development under one roof along with other activities that have considerable base line costs to operate, which leads to higher expenses and also they may not have a clear edge in costs against activity or talent. eC believes that promoting XDC as a separate low cost base to support development of software solutions, particularly web based products, is the right strategy for client. In terms of meeting volume jobs in short turnaround times XDC would be able to pool largest resources from the strategic project management model that is in existence with eC. Hence, such a thrust will not only boost product development operations, but also encourages the rise of understanding of state-of-the art technologies to ensure effective product turnaround time to speed to market.

XDC advantage

• Retention of Knowledge - Business and Processes
• Quick Start-up Capability for New Requirements/Projects
• Integration with Client's Practices and Methodologies
• Long Term Support for Legacy Applications
• Experiments with New/Emerging Technologies at Lower Risks/Costs
• Integrated Planning for infrastructure, staffing and work content to allow clients to focus greater energy on core business by taking away burden of recruitment, training and retaining.
• Flat organization structure allows low management costs
• Low communication costs by direct interaction with client and XDC
• XDC as an integral organization to client allows better working environment, better compensation to ground level professionals - so, higher job satisfaction leading higher productivity
• Stable costs
• Ease of expansion and diversification in technology and domains
• Build high value in operations through continual cost optimization
• Serve volume requirements and deliver in short turn around times by taking advantage of availability of local resources in abundance
• Provide base for innovative product development and solution realization
• Provide base for innovative talent nurturing
• Client builds brand loyalty through global corporate image

SLAs provide a primary vehicle to focus on results that provide year-on-year cost reductions.