90% share of 10% market -- pie needs to be grown - tcs annual report- Mohit

TCS BPO operating cost figures - mani

Examples of rural BPOs- highlights - mani
Subsidies, govt help - mani
Educational insitituion tie-up (HCL, NIIT, WIPRO) - Mani
need to get some figures (training cost etc) - mani
Growth in SME vs Big players sector - mani
mkt size of SME BPO sector - mani
Example of bigger deals taking a hit due to recession -- ET 27Nov 2010 - mani

Nos for kenya, SA BPO sector. - mani

Govt incentoves in these countries - mani
Examples - mani
Growth in new revenue streams (alomg with mkt share, services) - mohit
Value chain - diff sectors - numbers. Growth and pie size - mohit
price margins etc - mohit
non-linear biz models - examples, growth rate, reports on this - mohit

http://voicendata.ciol.com/content/bporbit/bpo/208120402.asp

PPT STRUCTURE
-------------
Slide 1 - Industry overview - NASSCOM McKisney report, Top level envmts across c
ountries, Porters 5 forces - Mohit
Slide 2 - SWOT (TCS + tcs competitive positioning), captives as a threat - Mani
Strengths:
GNDN - operates from more than 41 countries and has more than 155 offices across
the globe
Non linear expansion strategy
Strong precence in the Application Development and Maintenance (ADM) space
Platform BPO offerings for end to end business solutions
Strong Client relationships
Weakness:

Opportunities:
Businesses in the SME space
New and emerging verticals like Healthcare, PSUs and Media
Technology and consulting capabilities - to assist ably in co-transformation

Threats:
Over reliance on BFSI as business growth driver
Captive BPOs
The anti-outsourcing legislation in the US states - may impact the businesses fr
om the country (60%)

Slide 3 - Cost optimization -> Personnel Costs (Worker skills + managerial costs
+ training), Transportation Costs (In house residence facility), Establishment
costs(Tier 2, 3/rural shoring, Diff countries ) , Technology costs (cloud, share
d, virtualization) - Mani
Also look at 6 sigma and Lean - Mohit
Slide 4 - Risk Mitigation (Revenue) -> Differentiator to be key (Think about thi
s), Market segmentation (verticals), o/p based or partnership kinda of revenue m
odels - Mohit
Slide 5 - Business Innovation -> Non Linear Business Model (Pricing model), Movi
ng up the value chain (Cosulting+Technology+Ousourcing --- KPO graph, growth rat
e of IPRs and all that) - Mohit + Mani
Slide 6 - Comparitive slide - Present positioning to future positioning graph -
Mani

=============================================================================
BPO cost structure: mani
Transport costs dowm: -
In house residential facilities for employees (Philipines BPOs) - Brings costs d
own by 32%
Metro replacing cabs soon + Shuttle service to Metro stations
Combining Pickups and drops (Less idle time) - Cost reduction from 300 / day to
150 / day
Technology -
ERP Based standardized process - reduces administrative and HR costs by 25%

Training costs- 11% reduction in costs

hiring employees from tier 3 and 4 towns instead of top cities, and is offering
salaries 10-15 per cent lesser
Partnership with educational instis to adopt a course / module to get job ready
graduates
Cut Travel and Implement Rapid E-Learning
Insert the pic from site
Increase span of control from 8 to 16 - $1.5 mn savings each year
Establishment costs-
Tier 2-3 cities / rural shoring
Migrate figuratively - In other words, the BPO services firms are acquiring cal
l centers in the developed countries to register their presence. The aim of the
call center firms is to be physically available at the territories from where th
ey get their business. It makes a mark that way because clients like to deal wit
h those telemarketing firms that have business outsourcing units close by.
geog growth rate: mani
Growth rates in South Africa - expected annual growth rate of about 50% for the
next five years
ICT & outsourcing of services are one of Tunisia s most dynamic sectors, posting o
ne of the highest growth rates: 17.8% in 2008
Kenya - projected 10% annual economic growth rate over the next 20 years
gartner's magic quadrant: mani

==============================================================================

shared services-
80 per cent of growth will come from new segments; segments like healthcare, SME
, public services, government services
- 80% growth from outside existing core verticals
- Carbon credits, IPR, green solutions
NLBM:
organic growth is slow with long gestation persiod
transformative acquisitions - strategic fit, recession resilient (like insurance
companies in US, companies having specific solutions for grwoing verticals)- cu
rrency hedging
outcome-based pricing model, revenue sharing mode (base + %age of savings)
English speaking workforce
presence in a growing market - africa, BRIC
integrate their IT,BPO offerings -- scalable platform, development of IP, SAAS,
cloud-- differentiators
- delink revenue from headcount by simplifying and automating processes
re-use of assets and code, the creation of templates and intellectual property a
nd the use of platform BPOs
Deeper end-to-end domain experience in new verticals specific specialization - c
lients don't want partial solution-
- shared services model across horizontals
Indian companies have started with applications development and maintenance runn
ing the infrastructure and support services. The next progression is consulting
strategy and use of technology. Beyond that is business strategy, how businesses
can be enabled by IT.
==========================================================================

http://www.livemint.com/2008/06/03230055/BPO-firms-innovate-to-slash-tr.html
http://www.theoutsourceblog.com/2010/08/metro-may-replace-bpo-day-cabs-soon/
http://en.wikipedia.org/wiki/PeopleSupport
http://www.behindindia.com/india-news-stories/june-09-02/infosys-13-06-09.html
http://www.bersin.com/Blog/post/Yes2c-You-Really-Can-Cut-Training-Costs.aspx
http://www.theoutsourceblog.com/2010/07/the-great-bpo-migration/
http://www.outsourcing-center.com/2005-03-large-enterprises-cut-costs-by-20-perc
ent-through-broad-based-hro-yankee-group-study-article-37913.html
http://www.call-center.net/tutorial-measuring-span-of-control.htm
http://www.bpovoice.com/profiles/blogs/africa-who-has-the-guts
http://www.southafrica.info/business/investing/opportunities/bpo-overview.htm
http://www.computerworld.co.ke/articles/2009/03/08/africas-bpo-sector-expected-g
row-despite-downturn
http://www.ict.go.ke/oldsite/index.php?option=com_content&task=view&id=190&Itemi
d=395