Customer Stories

"Implementation of a management information system was carried out in record time even by Olympics terms since it took only four months to launch the pilot phase of the project. In addition, an important factor in the success of the project was the professionalism of GMCS − their experts were able to complete tasks and resolve issues under tight deadlines."

"Our selection requirements for a partner were really rigorous. We focused on high level executive involvement, as well as top quality and customer satisfaction."  

"Using the IBM Cognos platform yielded a complete and clear picture of all company holdings with the level of detail that we needed for better decision-making."

"The new plant was integrated into the unified management system, which included the consolidated financial statements process, immediately and automatically. Thus, we were not worried about how to keep track of financial performance when the plant came online, allowing us to concentrate on other critical business tasks."

"The new system met all of our requirements. It allowed proper attribution of responsibilities within the company and improved internal controls, as each operation is now administered by the team that operates and monitors the relevant business processes. The distribution chain, from order to delivery, now reflects actual commodity and cash flows."

Anna Vilo, Project Manager, Valio

"We had a very aggressive objective to open, on average, one mini-office per working day. To achieve that, we will have to spend considerable time on recruitment, business management systems, etc. which we could not afford."

"By using Microsoft Dynamics CRM to automate customer service processes, Skylink increased the number of applications for connection services by 16.4% in the first two months of the new system coming"

Andrey Lykov, CIO, Skylink

“ATM downtime should raise the same concern as the downtime of the entire office”.

Sergey Polyakov, Deputy Director of Sviaz-Bank’s IT Department

The bank’s IT department, in addition to creating and maintaining IT infrastructure for new branches, had to deal with a series of strategic objectives, in particular remote service channels development, and improvement of services quality provided by IT, etc. However, a significant number of IT professionals were occupied with providing routine support – repair and maintenance services. In some regions, we used the services of local service organizations, which was more efficient than assigning our own experts.

Roman Murashkin , Head of Raiffeisenbank’s Technological Infrastructure Department

“We are working with only two or three service providers; we find this more effective in terms of administration and control. Along with quality and transparency of work, we have begun to focus on the providers’ ability and willingness to participate in t he bank’s other related projects”.

Nikita Khomutov, Head of Acquisition, Business Development Center, B&N BANK