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BPO Growth in India and Future Prospects
- 1. Business Process Outsourcing Presented by Ravi Ranjan
- 6. Services Globalization: The New Paradigm Digitization and Telecommunication enabling this reality
- 7. Three Strategic Sourcing Questions If the answer to each of these questions is YES then the company should own the operation or asset otherwise, OUTSOURCE. Strategy Does the operation or asset directly contribute to the organization’s competitive advantage, core competency or capability? 1 Finance Does the investment in the operation or asset yield a return that is greater than the cost of invested capital? 2 Performance Is the operating performance of the operation or asset (quality of output, cost and cycle time) measurably superior to relevant industry standards? 3
- 8. Present Scenario - Growth in BPO Exports Growth in IT Exports Contribution to GDP Employment Creation $ in Bn % Strong Growth setting the stage for India’s Global Leadership $ in Bn % of GDP Source: Nasscom, Analyst Reports, TCS-GCP Research
- 11. - - Attractiveness Index for Offshore Location Source: AT Kearney, neoIT Global Leadership of India Relative Analysis of India vs. Others Rank Country Attractiveness Index 1 India 7.12 2 China 5.61 3 Malaysia 5.59 4 Czech Republic 5.58 5 Singapore 5.45 6 Philippines 5.45 7 Brazil 5.44 8 Poland 5.33 9 Hungary 5.29 10 Thailand 5.20 Parameter Rank Labor Pool 1 Education System 1 English Proficiency 1 Cost Advantage 1 Infrastructure 2 Government Support 1 Quality 1 Cultural Compatibility 2 Business Environment 1
- 13. Captive service providers Quality of services, deliverability, Confidentiality GE, e-Serve, WNS, Dell Process specialists Knowledge of process ADP, Exhult, Convergys, Hewitt IT outsourcing companies Specific verticals and outsourcing skills ACS, EDS, CSC Pure BPO vendors Cost advantage and skilled labour Wipro Spectramind, IBM-Daksh, GTL Software companies Cost advantage and process knowledge Infosys, HCL, Mphasis, Satyam Consultants Financial and accounting background Accenture, E&Y, PwC BPO Key BPO Players in India
- 20. India BPO - Cost Structure Improved ROI through higher asset utilization and lower operating costs At Par 2-2.5 Times 50-60% Lower Developed countries India Capital Costs Asset Utilization Labour Cost
- 21. US$ Cost per FTE (Full Time Employee) Overheads Cost ($) Personnel 6,179 G&A Expense 1,000 Telecom 2,328 Property Rentals 847 Depreciation 1,500 TOTAL EXPENSES 11,854
- 22. Revenue per Employee Head Amount ($) Sales generated 14054 Taxes 200 Expenses 11854 Profit per employee $2000 For a unit of 10 people Total Profits $20000
- 23. Global Business Leaders - Bullish On India ’ s Potential “ India is a developed country as far as intellectual capital is concerned ” “ India can be a major part of Dell ’ s operations and we are looking to capitalize on India ’ s human capital ” “ We are expanding our presence in India to take advantage of the ample R&D talent available ” “ India is handling the most sophisticated projects in the world..I am impressed with the quality of work ” JACK WELCH, GE JOHN CHAMBERS, CISCO MICHAEL DELL, DELL BILL GATES, MICROSOFT
- 24. Thank You
Notes de l'éditeur
- GCP is a key component of TCS Strategy to deliver “High Value” to our Customers 1) GCP is a Key Growth Engine and is one the Six Business areas of TCS chartered to deliver the High Value Niche solutions 2) In order to propel TCS towards its vision of Top 10 by 2010, TCS has been focusing on key growth engines in addition to our traditional IT solutions and services space. One of them is GCP 3) While the IT Solutions space is growing at 25 to 30% YoY, the other Growth Engines are seeing very robust growth
- The choice of service to focus on is determined by two key questions: Which processes is the customer most likely to outsource to a start-up third-party vendor? These are determined by taking into account the technical feasibility of and the psychological risk in offshoring. While technical feasibility determines the viability of offshoring a process, psychological risk defines the customer ’ s willingness to do so to a third-party vendor. What capabilities/ prior experience does the start-up have in order to pursue these opportunities? It is essential to understand where the start-up can add value. A clear articulation of the value proposition will enhance customer confidence in offshoring processes to the start-up. Thinking through these two sets of questions will enable the vendors to target the customers with the optimal service offering and robust value proposition.