domestic bpo scoring a home run
TRANSCRIPT
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newsline
issue81
AuGusT 2008
Domtc BPO:
scorg a Hom R
11 seZ: A wdo or th iT sctor
18 natoa sk Rgtry: spgscrty or th ida iT-BPO idtry
12 what Kp th ida iT-BPOladr at th Top
04 Domtc BPO Markt ida:scorg a Hom R
08 nAssCOM Rarch: Forayg thsotar Prodct spac10 Booz & Compay: Byod Arbtrag:
Ohorg o egrg, Rarchad Dvopmt
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Today global uncertainties are at their highest with
uctuating currencies, unprecedented oil prices,
ood crisis, sub-prime led downturn and orthcoming
US elections, all coming together at the same time.
No surprise that the mood across businesses issombre, and sometimes sceptical. Businesses
worldwide are under pressure as is the Indian IT-BPO
sector; however, it continues to grow proftably. In dollar
terms, the absolute growth in FY2007 was a robust
USD 12.4 billion, and the orecast or growth in FY2009
is 21-24 per cent, though on a larger base as per
NASSCOM research. These confrm Indias strong value
proposition and the resilience o the industry.
It is critical to reect on growth drivers both or
Indian and multinational companies. The industry
has progressively diversifed its geographical spread,service oerings and the vertical market it operates
in, thereby providing cushioning against the downturn
across sectors, customer relationships have matured
and value being delivered by companies has increased.
Besides cost, India oers reduced time-to-market
and talent. This is important given the IT-led business
transormation that customers worldwide are going
through. Today, Indian IT-BPO companies are delivering
services that are an integral part o the global delivery
chains or customers, and they are frmly committed
to moving towards an end-to-end services model wehave seen this demonstratively in the BPO segment.
Reacting to margin pressures, companies are
enhancing productivity, efciency and resource
utilisation. Wage moderation and lowering attrition
levels are proo points o this trend. We believe benefts
o this efciency improvement will have long-term
eects that will ensure increased competitiveness o
the Indian IT-BPO industry against emerging locations.
As companies look at markets beyond the US andthe UK, the growing and relatively insulated domestic
market in India looks increasingly attractive. Economic
growth has spurred IT spending government and
private sectors, and globally ocused companies
are now tapping into the domestic market a large
opportunity. Companies operating in the small and
medium segment have also exhibited maturity with
their niche strategy. 100 new product companies have
been ormed in the last 12 months alone, many o these
being backed by institutional unding a reection o
the positive investor confdence.We still have a lot o work to do. The education system
needs to be upgraded; economic development needs
spread to Tier-2 and 3 cities; inrastructure needs to be
improved and efcient power systems are required to
oset oil cost impact. Policy level streamlining or STPI
and SEZ, resolving complexities at operating levels in
VAT, service tax and FBT is an action item. We need
government support or this. NASSCOM continues to
work with appropriate agencies to get these important
issues resolved, as all our member companies work
against the global uncertainties and together, we areconfdent o steering the industry through this phase
Sm Mittl
President, NaSScoM
Ho th ida iT-BPO idtry Facg Crrt Goba ucrtat
3August 2008 Newsline
Prdt Dk
The services India is deliveringtoday are an integral part othe global delivery chain or
customers, and they are frmlycommitted to moving towards anend-to-end services model we
have seen this demonstratively inthe BPO segment.
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i Foc
Th Domtc BPO Markt ida:scorg a Hom R!The Indian domestic market has undergone a
transormation over the past decade rising rom
the periphery to emerge as a viable, high potential
opportunity or the countrys IT-BPO sector. From a
situation where the domestic business did not fgureon the industrys agenda, to now, when companies
are evolving strategies targeted at building a presence
in the domestic sector, the market has witnessed
heightened interest rom customers, as well as
outsourcing services providers at a global level. It
has also emerged as a silver lining or companies in
todays changing markets especially against global
economic uncertainties.
As per NASSCOMs analysis, the domestic market saw
a growth o 40 per cent (26 per cent in INR) in FY2008
to clock revenues o USD 11.6 billion. With 450,000
employees currently, FY2009 estimates peg the
domestic market ~ USD 13 billion, backed by a strong
growth prospect, with sustained ination as a possible
medium-term risk.
Domestic BPO has emerged as a major segment in
this pie. As Rajdeep Sahrawat, VP, NASSCOM says, It
was predominantly voice, but other complex processes
have been added, with more in the pipeline. He also
eels, there is very little to dierentiate companies
rom the product point o view and thereore oeringvery high quality, personalised, 24x7 customer service
is critical. This requires scale, exibility and expertise.
Domestic players have certain advantages, starting with
areas like cost management and efciencies, deeper
understanding o Indian businesses, requirements
and greater exibility. The market in its current growth
phase will always need niche mid-sized quality players.
In this space, since English language skills are not
imperative, the market becomes relatively larger,spanning Tier-2 and 3 cities as well.
The reasons or this recent turnaround are related
to the changing global market conditions, however,
the Indian market is slightly insulated to these
disruptions, displaying a growth rate o 26-27 per cent
in FY2008. Recent outsorucing deals in the verticals
like banking, insurance, airlines and telecom also
support this trend.
Globalisation is a actor spurring organisations to
improve efciencies and utilisation the credit orboth these go to the BPO industry. As the Indian
economy becomes globally integrated, businesses in
India are beginning to ace increasing levels o global
competition and being driven to deliver world-class
products and services. The BPO sector has emerged
as an eective means o entrusting specialists
with the task o consistently delivering the desired
high levels o quality, leaving the client organisations
to ocus on their core businesses, comments Radhika
Balasubramanian, COO, Domestic BPO Operations,
Intelenet Global Services.
Intelenet was quick to recognise the growing potential
o the domestic BPO segment and was one o the
frst movers in the industry. The company acquired
Sparsh and entered the market in 2005. Since then,
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Intelenets domestic business has grown rom
3,000 to over 16,000 employees, oering services in
14 Indian languages across seven locations in India.
Ctomr rvc catay markt
The domestic BPO market is also getting catalysedby the gradual reduction in connectivity costs.
Prolieration o the Internet is creating dynamic
business delivery models that can meet high
customer demands and expectations. As Indian
and MNC players gear up to boost market share
by increasing responsiveness to clients, they are
observing captive BPO and other third party service
providers, who have the credibility o meeting
world-class standards, setting best practices and
displaying process excellence. Encouraged by this
recognition, Indian BPO players have enhanced their
ocus on the domestic segment. Raising awareness
about the deep productivity benefts o outsourcing,
BPO service providers are urther driving the growth
o the domestic market.
Sandeep Soni, ED and CEO o Spanco BPO Services
is driving the company to tap the emerging business
potential in this market. Currently, customer
care, sales and marketing are the largest business
segments or domestic BPO. With increasing
consumer maturity and vendor sophistication, therewill be an increased demand or outsourcing o
complex processes, he says.
Th mrgg opportty
Recent business intelligence studies and industry
analysts are pointing to continued growth in the
Indian BPO sector. As per a recent study by NASSCOM
and the Everest Group, Indian BPO industry can grow
fve-old over the next fve years to clock revenues
upto USD 28-30 billion by 2012, i they receive the
required fllip. Avendus has orecasted a CAGR o
35 per cent or the Indian domestic BPO industry
or the next our years and projected that the sector
will be a USD six billion industry by 2012, up rom
USD 1.8 billion in 2008.
Aditya Gupta, President, InoVision Group adds,
While the domestic BPO market is still in its
inancy, it has huge potential. Customers are eeling
the need to provide better customer services,
scale-up rapidly, enhance productivity and reduce
time-to-market. The current share o third partyvendors is around 18 per cent o the overall market
and is set to increase to 30 per cent by 2012. BFSI and
telecom together account or nearly three-ourth o
the total revenues generated by this sector. Verticals
like retail, healthcare, insurance, etc. are growing at a
rapid pace and the PSU and government sector is also
looking at outsourcing. InoVision has been active
in the domestic market, providing voice-based, back
ofce and loyalty management services.
Chandra Iyer, Head, APAC o Firstsource eelsdomestic companies, particularly in the telecom
space have been looking or partners to help them
manage their explosive growth while maintaining
dierentiated customer service. Firstsource is
working with two o Indias top three mobile
providers. It is handling an entire suite o services or
Airtel including voice and back ofce in areas such as
customer accounting, VAS provisioning, raud and
credit monitoring, customer service, collections and
customer retention. For a client in the insurance space
it handles mailroom, data capture, policy issuance,
customer service, lead management and customer
retention services. Most o these services are provided
both by voice and email.
n horzo
Opportunities await BPO frms in providing
specialised services to newly emerging industries like
retail, ashion apparel or automobile components.
Services that have signifcant scope or growth include
Customer Relationship Management (CRM), marketresearch, accounting & inventory and Supply Chain
Management. Domestic BPO opportunities exist
wherever customers want to reach out to consumers
but do not necessarily want to do it themselves. There
are two potential type o customers, or example:
existing global customers, who are looking to
increase their presence in India and require the same
systems and processes they have elsewhere; and
Indian companies with global aspirations, who want
to provide a global experience in the Indian market,
comments Ramesh Gudalur, President, MphasiS BPO.
According to Harpreet Duggal, Head, India Business,
Genpact, The company too is catering to the
outsourcing needs o companies ocused on the local
market. We are involved in a number o projects and
The dmesti BPo mrket is urrently bsed n
speilistin nd exibility. It des nt signifntly
redue sts r the lient, whih ws the USP r the
interntinl BPos when utsuring nd shring frst
strted. at the sme time, the mrket will develp s
Indi is getting glblised. With the telem mpnies
quiring ustmers t rpid pe, vie-bsed press
will ntinue t see helthy grwth.
aniruddh Ry
cEo, Knkei
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i Foc
are in discussions with our client base or supporting
their domestic operations. The business services
we oer will include onsite process re-engineering
and benchmarking, transactional work in insurance
and banking, outcome-based collections, business
analytics, etc. These are already being oered across awide range o business verticals like telecom, banking,
retail, insurance, hospitals, etc.
Facg th chag
Challenges or this segment, albeit similar to the
export segment, can slowdown the growth i not
acted upon by stakeholders. The gap in availability
o an industry-ready workorce, absence o industry
riendly curriculum are ew critical issues.
To address these concerns, companies such asFirstsource have taken innovative measures and
set up operations or the domestic market in
non-metros. In order to source multilingual skills
and take advantage o lower rentals and salaries to
meet our business proftability goals, we have set
up our acilities in Tier-2 and 3 cities. Today, we have
centres in Trichy, Kochi, Vijaywada, Hubli, Indore and
New Bombay. Two additional centres in Jalandhar and
Siliguri are expected to become operational in the
second quarter, inorms Iyer.
MphasiS BPO too has been looking at Tier-2 cities to
grow especially or domestic BPO as these smaller
townships have emerged as the new talent hotspots.
With a bit o eort, the company has been able to
develop a good ecosystem to run successul centres
here. MphasiS is also looking at entering rural
parts o the country to tap the largely unaddressed
workorce in the next three to our years. During the
current year, the company is looking at adding more
acilities in Tier-2 and 3 cites, and growing its current
workorce by 7,000 to 9,000 people, many o whomwill come rom these regions. In Tier-2 cities, Mphasis
is working on both voice and KPO kind o work or the
BFSI and telecom verticals.
Building capabilities in smaller Tier-3 and 4 locations
is on Genpacts agenda as well. Until now, there
has been a ocus on developing the industry around
Tier-1 and 2 cities. We must move away rom this
situation and the domestic market will help us do it.
There is no shortage o people in the smaller locations.
There are gaps however in the skill levels in these
cities which require investments in education, training
as well as inrastructure, states Duggal o Genpact.
Massive public-private partnerships are required
in education and inrastructure or smaller cities to
cater to the domestic market. An entire ecosystem
has to be created, which delivers homes, healthcare,
training, schools to the lesser known destinations on
the Indian map, he adds.
Another challenge or domestic BPO, Gupta o
InoVision says, is moving up the value chain and
breaking out o the low-end o the outsourcing
spectrum. The processes being outsourced rank
very low in the value chain. Complex and analytical
processes are still not being outsourced though the
trend is expected to change as the industry matures,
Gupta states.
improvg th trac bt thgovrmt ad dtry
Domestic BPO players are also concerned about
the lack o communication between the governmentand the industry, which leads to a disconnect at the
policy level.
In order to combat the high rate o attrition and very
limited loyalty o sta, the domestic BPO players
require new and non-conventional thinking on the
part o the government related to benefts such as the
ESI/PF and other statutory obligations, the Maternity
Act, the Contract Labour Act, the Bonus Act and other
statutory compliance requirements, Gupta adds.
The industry sentiment is that the domestic BPOindustry plays an important role in generating
employment, not just in the metros but also
Tier-2 and 3 cities and thereore requires government
Wht dmesti BPos need t d t sueed in
the mrket:
1. udrtad th dyamc o th dtry ..,
th drc bt domtc BPO markt
ad tratoa BPO markt
2. Dvop dp doma xprt copdth proc xprt to dvop rvat
ovatv oto
3. Mata a trog oc o robt proc ad
goba bchmark
4. Dpoy pror tchoogy to rma
compttv
5. Pt pac a trog ad dyamc HR tratgy
bad o mpoy rdy poc to attract
ad rta tat. Dvop a vry trog hrg,
trag ad rtto g
6. Adopt a marktg ad a oc th a
slA-drv approach to r rpat b
7. iovat to ca ad mov p th va cha
8. evov a dvr dvry mod to mt
dtrbtd ad rgoa proc rqrmt
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incentives related to employment, year-on-year. The
BPO sector believes that pro-BPO relie policies that
are contemporary and uturistic have not yet been
introduced by the government, and these will greatly
support the growth o the domestic BPO industry.
embracg pop-ctrc poc
At the same time, domestic BPO players agree that
they all need to work on people policies, embrace best
practices in the area o HR and position themselves as
employers o choice, in order to attract and retain the
right kind o talent.
Accepting that employee attrition is a key challenge,
companies like MphasiS are taking steps to retain
their best and brightest. Our people care initiatives
and investments are paying o in a big way.
Over the last two quarters, our oer-to-join ratios
have dramatically improved. We have a number
o HR-related initiatives in place including
Metamorphosis, EDS Learning and the Leadership
Academy, the MphasiS College Connect Programme
and eective Peoples policies to develop our human
resource capital, says Ramesh Gudalur. The company
is also recruiting intelligently to ensure a balanced
talent hire mix, where experienced hires rub shoulders
with reshers. MphasiS depends considerably on its
employee reerral schemes to draw talent, saving onotherwise expensive hiring costs.
Intelenet too is undertaking Employee Retention
Management and has put in place a multi-pronged
retention strategy that includes creating an
organisational culture that is value-driven and inuses
a sense o ownership. The company has put in place
an Employee Appreciation Programme, evolved
career development plans as well as an accelerated
career path or critical resources and laid emphasis on
employee communication.
skg domtc markt groth throghrra BPO
Companies are also entering the rural BPO domain, in
an attempt to gain traction in the market and expand
i Foc
the umbrella o the domestic BPO services. Some
existing niche players in this space are Fostera, Trayee,
AP Tech Services, Sai Seva, HOV services and Vinites.
According to Verghese Jacob, Chie Integrator and
Lead Partner, the Byrraju Foundation, Rural BPOs are
an emerging option, and have the potential to become
viable in the next fve years. At that point, work will
migrate rom Indian cities, (which are already becoming
cost ineective) to Indian villages, he says.
The Byrraju Foundation has been playing a pioneering
role in setting up globally competitive BPOs in rural
markets. So ar, our large centres have been set
up in our villages in the state o Andhra Pradesh.
These centres employ nearly 600 people and cater
to 10 leading corporate and government clients.
Both transaction and voice processes are handled atthese acilities.
Jacob adds that while educated manpower is
available in the hinterland, intensive training or
at least six months is needed. There are no policy
level special benefts to set up a rural BPO. At the
same time, developing the rural markets requires a
huge eort.
On the positive side, attrition is low. It is less than
three per cent in our our units employing nearly
600 people, Jacob inorms. Raju Bhatnagar, VP,NASSCOM eels at the end o the day, there is a
growing realisation that domestic BPO is here to stay.
Companies that are not yet part o this segment are
rapidly evaluating and re-looking at their domestic
market strategies and taking necessary steps to
address the emerging opportunities in this vast
segment. On the growth prospects, notwithstanding
recent currency uctuations, the domestic market is
estimated to grow handsomely in FY2009.
Verticals that will see sustained growth and
maturity within domestic BPO are BFSI,
manuacturing, telecom, retail and government
in a huge way. Education and healthcare are a ew
emerging areas expected to drive additional growth.
The biggest challenge that service providers will need
to address is creating a value proposition that is
relevant to their domestic clients requirements. With
maturity o the market, its requirements are very
dierent and will need a great degree o customisation
and understanding. Vendors will also need to think
ahead o the curve even on business models, pricing
and have to build in capabilities that cater to the Indian
market. Proftability is the other area, which will be
determined on the vendors eectiveness in delivering
by way o cost structure, people management and
value creation, he concludes.
I smething n be dne t imprve the
inrstruture in terms telem nd internet
nnetivity, then, rurl BPo is vible mrket. We re
urrently wrking with ther mpnies t jintly mke
n ering nd re plnning t mke n nnunement
in the weeks hed. our im will be t tp the insurnend telem vertils, whih will present signifnt
business pprtunities in the rurl BPo setr.
Shym Sunder
Diretr, Mgus custmer Dilg Pvt Ltd
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nAssCOM Rarch
In order to understand the strides India has made in
the sotware products space and defne the uture
opportunities or the countrys sotware and services
companies within this realm, NASSCOM has come out
with a Business Intelligence Study on the topic.
According to the NASSCOM Sotware Product Study ,
the Indian sotware product business is set to grow
rapidly and is now approaching an inection point
in its evolution. The annual revenue aggregate o
the Indian sotware product businesses is expected
to touch USD 9.5-12 billion by FY2015, up romUSD 1.4 billion in FY2008. The ollowing acts and
trends support this assessment:
In the past two decades, India has emerged as a
global hub or product Research and Development
(R&D) activity, especially in the technology industry
Today, there are over 600 Multinational
Companies (MNCs) undertaking product R&D
through their subsidiaries in India
Several Indian third party service providers
have also adapted the oshore model to oer
outsourced product development services toassist clients in developing their IP
While the top 10 companies still dominate,
accounting or 84 per cent o the segment
revenues, there are over 200 mid-sized
companies and start-ups that have started
generating revenues and are contributing to this
segments growth
Leading Indian sotware product frms have
strengthened their product portolio with oerings
in areas such as Business Intelligence (BI),
engineering, security, content and collaboration
applications, etc., besides the fnancial and
accounting domains
Chagg adcap
Growth o the products market is receiving impetus
rom the evolving incubation and unding support
ecosystem or sotware product entrepreneurs in India.
Today there are 38 incubation centres spread across
the country that are actively ocused on assisting
technology start-ups with unding and mentorship.
The past ew years have also witnessed an increase
in Venture Capital interest in Indian sotware product
businesses. Funds invested in the sotware products
segment have grown at a CAGR o 43 per cent, rom
USD 76 million in 2005 to USD 156 million in 2007.
what
Within the products realm, what will gain in
popularity is enterprise application sotware,
which will remain the largest opportunity with its
Business Intelligence (BI), Enterprise Resource
Management (ERM), storage and security
ocus. While global demand or BI sotware is
expected to grow rom USD 7.8 billion in 2008 to
USD 15 billion in 2015, the global market or ERM
sotware products driven by SMEs, is expected
to increase rom USD 33.2 billion in 2008 to
USD 59.8 billion in 2015. The global as well as domestic
spending on storage sotware is orecast to increase
rom USD 13.9 billion in 2008 to USD 26.2 billion in
2015, while the security market is expected to grow
to USD 17.3 billion by 2015.
India is well-positioned to address these segments,
drawing on the domain expertise available in
home-grown product start-ups as well as quality
talent nurtured in the subsidiary centres o several top
MNC players.
Forayg th sotar Prodct spacida iT otar ad rvc compa ar yg th bg otar prodctopportty, both ovra ad o hom grod.
T purhse the mplete reprt, write t
[email protected], r visit www.nssm.in
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nAssCOM Rarch
9August 2008 Newsline
lcko: Ftr Potvit may ot m th prct dtato or th iT-BPO dtry a o o, btlcko, provdd t tak cary proactv tp, ha th potta to gro to
a trog iT-BPO dtry bato.
NASSCOM-A.T. Kearneys Study, Location Roadmap
or IT-BPO Growth Assessment o 50 Leading Cities,
which evaluates important locations across India that
can be nurtured as uture IT-BPO hubs, states that
Lucknow, the capital o Uttar Pradesh, can aspire or a
place on the country s IT-BPO map.
While currently the city has a low presence o
IT frms and virtually non-existent BPO industry, the
expectation is that the situation can change, withrelevant government support in a host o areas.
The positive indicators or the city include the act
that the state government has outlined a vision to
leverage IT, alongside biotechnology, as a vehicle
or economic development. It has also committed
to creating a Lucknow-Kanpur corridor or the
IT-BPO sector, on similar lines as the immensely
successul Noida-Greater Noida track.
Rcommdato or traormglcko to a iT-BPO dtato
According to the NASSCOM-A.T. Kearney Report,
Lucknow needs to leverage its existing strengths and
tune them to the requirements o the IT-BPO sector:
Prevent mnpwer migrtin: The study suggests
that Lucknow needs to retain its pool o rightly
skilled manpower. While around 3,500 engineers
graduate per annum in Lucknow, and around 18,000
graduates, most o them employable, join the
resource pool, a large number migrate to other cities
due to low career opportunities. The aim should be
to create awareness about the BPO industry and its
benefts, and encourage youth to stay back and join
the existing IT-BPO players.
align edutinl urriulum t industry
requirements: According to the study, currently
outdated educational curriculum needs to be aligned
with the industry requirements. At the same time,
since there is a smaller talent pool with profciency in
English, Lucknow can look at training youth in English
to equip them or international voice BPO activities.
The city can also leverage its adequate number o
commerce graduates available or employment
or fnance and accounting and back ofce unctions
within BPOs.
Imprve nnetivity: The report suggests that at
the local level, the city must improve its roads to avoid
congestion. While national connectivity is adequate,
with Lucknow linked to Kanpur and other Indian
cities through rail and air, international connectivity
is limited. Flights to international destinations, other
than a ew Middle East locations are not operational
and need to be introduced.
Further develp inrstruture: There is need
or Lucknow to improve space availability, power
and hotel accommodation. The good news is that
Lucknows quality o telecom connectivity and
bandwidth availability is comparable to other key
IT-BPO locations in India.
Imprve sil nd living envirnment: The study
recommends that Lucknow improves its educational,
medical and recreational acilities, besides its social
inrastructure, security and hygiene and cost o
living. The city is currently ranked 44th on the cost
o living index.
T purhse the mplete reprt, write t
[email protected], r visit www.nssm.in
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Aay
Engineering represents a large opportunity or India,
which is at the cusp o becoming a major Engineering,
Research & Development (ERD) centre or the globe.
Contrary to the oten held belie that India is the centre
or low-end and mundane work, Indian engineers are
key cogs in the engineering wheels o technology
leaders ranging rom Cisco to Microsot.
The market or oshoring o ERD in India is rapidly
expanding and is likely to hit USD 35-40 billion by2020. Unlike IT, a signifcant share o the growth in
ERD oshoring is being driven by the captive centres
o the global companies and relatively smaller-ocused
engineering vendors.
The growth in ERD oshoring is not just a result o
global companies seeking a low cost source, as is
the case or IT, or more recently, business processes.
Organisations are looking at India to optimise the
equation hinged on the 3Cs (Cost-Capability-Capacity).
A combination o a low cost base, talent pool and
capacity is helping India build a position in the global
technical network o the major corporations and
become part o the global ERD value chain.
Cost, once the primary actor, is becoming secondary
and oten, or sectors such as Telecom-hi-tech,
a tertiary actor. For instance, sectors such as
automotive and industrials are looking at India as
a location or technical resources and to accelerate
product and technology development. Companies,
especially the ones in longer cycle time industries
such as aerospace and automotive are struggling to
fnd technical capacity and capability to shit their
product-technology portolios at the same pace as
customers are shiting their taste. India is among the
ew potential locations that oer a solution.
A Pune-based vendor, or instance, with less thanUSD 20 million in engineering revenue, is driving
an eort o USD 50 billion company to build
environmental-riendly technology.
Going orward, those intending to play in either
demand or the supply side o the market, as
providers or consumers o ERD services need to
modulate their business models and strategies to
resonate with the markets. Cost arbitrage-based
models, oten dominant or unctions such as call
centres or IT, dont work or ERD. ERD demands anapproach that accounts or longer time horizons or
skills development, higher investments in hardware,
sotware and liveware. Vendors operating in, or
aspiring to, eectively operate in the space are likely
to beneft by demonstrating exibility or alternate
business models, value-based pricing structure and
shared governance and operating models.
Booz & Compay: Byod Arbtrag:Ohorg o egrg, Rarch
ad Dvopmt
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Pocy watch
seZ: A wdo or th iT sctorThe concept o Special Economic Zones (SEZs),
which are specifed delineated duty ree territories
and deemed to be oreign territories or the purposeo trade is not new to India. The SEZ policy was
frst introduced in April 2000, as a part o the
export-import policy o the country. To provide a
long-term and stable policy, and signal the
governments commitment to increase economic
activity in the country, a comprehensive SEZ
legislation, the Special Economic Zone Act, 2005
(SEZ Act) was passed in June 2005.
Under the umbrella o the SEZs, sotware
services companies can provide inormation-enabled services such as back ofce operations,
call centres, content development or animation,
data processing, engineering and design, graphic
inormation system services, human resources
services, insurance claim processing, legal data
bases, medical transcription, payroll, remote
maintenance, revenue accounting, support centres
and website services.
iormato Tchoogy seZ (iT seZ)
In recognition o the potential o the IT sector totransorm the Indian economy, and to provide the
requisite impetus, special concessions have been
aorded under the SEZ policy or this sector.
Pggg th oopho
While the new SEZ Act has defnitely won thehearts o many in the IT industry, there are certain
shortcomings/grey areas in the legislation that need
to be addressed.
One o the key gaps in the new SEZ legislation is that,
while the existing section 10A o the Act provides or
computing the deduction on the basis o the total
turnover o the unit, the newly introduced section
10AA o the Act provides or computing the deduction
on the basis o total turnover o the business o
the assessee. In this regard, clarifcation rom the
government is required on what constitutes business
o the assessee, since in its current orm a lower
deduction/exemption is available to SEZ units, based
on the ormula provided.
With a view to promote greenfeld investment and
catalyse employment generation, the policy makers
have fnally indicated that conversion/relocation o
existing STP/EOU/EHTP units into SEZ units would
not be permitted under the SEZ policy. However, the
industry is o the opinion that the mere creation o
SEZs without extending similar advantages to unitsregistered under the Sotware Technology Parks o
India Scheme would be detrimental to the interests
o companies located in the latter.
Tax BftSection 10AA introduced under the Indian Income Tax Act, 1961 (the Act) to provide or deduction to SEZ units commencing manuacturingor producing articles or things or which started providing services rom April 1, 2005 states the ollowing:
Quantum o deduction SEZ units set up on or ater April 1, 2002 butbeore March 31, 2005
SEZ units set up on or ater April 1, 2005
100 per cent o export profts First fve years starting rom the year inwhich manuacture/provision o services
commences
First fve years starting rom the year inwhich manuacture/provision o services
commences50 per cent o export profts Next two years Next fve years
Upto 50 per cent o export proftstranserred to SEZ Reinvestment ReserveAccount, subject to conditions
Next three years Next fve years
The other fscal incentives contemplated by the SEZ Act are as ollows:
Indirect tax Developers and units Direct tax SEZ developers Direct tax SEZ units
Exemption rom customs duty 10-year tax holiday to SEZ developers Phased tax holiday to units operating inSEZs and earning export profts over aperiod o 15 years
Exemption rom excise duty Exemption rom levy o minimum alternatetax at 8.42 per cent (on book profts)
Exemption rom levy o minimum alternatetax at 8.42 per cent (on book profts)
Exemption rom service tax subject toexport o services rules Exemption rom levy o dividend distributiontax at 14.03 per cent
Exemption rom central sales tax
Drawback o duties paid on goods/servicesbought rom outside the SEZ area
Exemption on income earned by investors rominvestments made in developer company
11August 2008 Newsline
cntributed by Ernst & Yung
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ey o th idtry
what Kp th ida iT-BPOladr at th TopToday, it is not surprising to see an Indian IT-BPO
company being eatured in a global ranking or
survey and almost always emerge as a top contender in
the fndings. From being virtually absent in this space
to almost touching the pinnacle when a recent survey
announced TCS, Inosys and Wipro as Next generation
IT Service Megavendors by 2011 globally, the Indian IT-
BPO industry has come a long way. NASSCOM Newsline
spoke to industry players and observers about frms
that have led several rankings consistently over the
past ew years on what sets them apart.
Vo, adrhp, ovato Ho mcho a mpratv?
Ten years ago, when we were still a part o GE, we had
an idea and a dream, says Pramod Bhasin, President
and CEO, Genpact which has led the NASSCOM BPO
exporters rankings over the past our years. The
Business Process Outsourcing industry was unheard o
in India. Phone lines did not work, and the only ofce
buildings available were old-ashioned and certainly
not equipped or our needs. But, we knew it was a great
idea, and with the backing o a great company, and
our energy and commitment, we knew we would fnd
a way.
Sid Pai, Partner and Managing Director, TPI India eels
that vision sets the context or the strategic direction o
a company and helps to ensure that its business plansand other strategic decisions are aligned with what the
company wants to be. It provides much needed ocus.
It is almost imperative to have a clear, shared and
well-communicated vision or any company beginning
its journey, even as a start-up. There is nothing that
prevents a start-up company rom dreaming big.
As thought precedes action and action precedes
achievement, even a start-up company will need to
think big in order to actually become big one day.
One does not have to be a large organisation or
an established leader. One has to have a burning,
and all consuming desire to stretch the limit o the
organisational capability. Companies that win are
those who have the hunger to win, and win in a Global
landscape. When Mr Premji joined Wipro, he was 21.
12 Newsline August 2008
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ey o th idtry
I you ask me whether he knew that Wipro would
grow so large, the honest answer he says is that he
did not. But he also did not think, it would not become
either. We constantly stretched ourselves to higher
and higher targets. Sometimes, it seemed possible,
sometimes imaginative and sometimes plain insane,
says K R Lakshminarayana, Chie Strategy Ofcer,
Wipro Technologies.
Fire in the belly, leadership, innovation and clarity
o service oerings are some o the other aspects
that industry observers identifed as critical enablers
inuencing a companys climb to the top.
Nearly our decades ater its ounding, Tata Consultancy
Services is one o the largest tech services company in
the world. Every quarter, the company clocks revenue o
more than USD 1 billion and new hires by the thousands.
It has become one o the largest divisions o the Tata
group. It has consistently ranked as the top IT Services
exporter in NASSCOMs annual rankings.
Leadership in a business can be viewed rom multiple
dimensions. It can be based on revenue, proftability,
innovation, quality o products or services, customer
satisaction and brand value, scale and depth o
industry expertise, etc. Innovation and leadership do
have a strong relationship especially in an increasingly
knowledge-oriented world. Innovation can help you
not only to achieve a leadership position but also to
sustain it. Even i an organisation accidentally achieves
leadership without innovation, it will fnd it very hardto sustain, without the support o a robust innovation
engine. There is also a potential or unknown companies
or start-ups to quickly achieve leadership (by upstaging
strong incumbents) through innovation, comments
Pai o TPI.
Genpacts Bhasin says, We probably had more
success than we thought, we would, in terms o
acquiring new customers. The quality o growth too
has been outstanding. When we started doing things
independently, a lot o people were asking how
will a captive transorm itsel into an independentcompetitive entity? He adds, Our challenge today
is managing growth as the demand is very good. The
biggest learning in all this was going to the market
competitively and understanding how this market
worked. We were new to the industry and didnt
ever think about competitors or where the industry
was heading to or consulting companies that were
involved. O course, we had to learn how to build a
brand, which under GE we had never thought about.
As Kris Gopalakrishnan o Inosys encapsulates
I think o 1981 through 1991 as the surviving ascent
company, surviving to establish a viable business. In
1991, the economy opened up. That was the period o
building the oundation o the company, o a stable
organisation working systems, processes, lots
o things we did to create a strong oundation or
growth. And then in 1999 helped by the Y2K boom,
the telecom boom and the Internet boom we began
growing more than 100 per cent year over year. Thats
been our period o accelerated growth. It took us
23 years to get to the frst billion, 23 months orthe second billion, 12 months or the third billion and
so on.
exhbtg adrhp
The ideal company has the economy o scale and
elasticity o size. At Wipro, we recognised this early
and in 1999, when our revenues were less than
USD 250 million, we created a scalable, verticalised
organisation structure. Today, each SBU is a
sel-contained business which generates about
USD 300 million in annual revenues. To get beneftso scale, resources such as fnance, HR, quality
and marketing in each vertical have linkage to a
central unctional leadership as well. So, in eect,
each vertical is like a separate company, eels
Wipros Lakshminarayana.
IT mjrs Insys, TcS nd Wipr hve emerged
s the three mst dmired mpnies in Indi,
llwed by Sunil Mittl led telem gint Bhrti
airtel nd nther Tt grup mpny Tt Steel in
the tp fve, rding t list prepred by the
Wll Street Jurnl asi.
13August 2008 Newsline
*Third Prty BPo Plyers NaSScoM Rnking
FY2005 FY2006 FY2007 FY2008
Rank 1 WNS Genpact Genpact Genpact India Pvt Ltd
Rank 2 Wipro BPO Solutions WNS WNS Global Services WNS Global Services Ltd
Rank 3 HCL Technologies BPOServices
Wipro BPO TransworksInormation Services
IBM-Daksh Business ProcessServices Pvt Ltd
Rank 4 IBM Daksh HCL BPO Services IBM-Daksh Aditya Birla Minacs
Rank 5 ICICI OneSource ICICI OneSource TCS BPO Tata Consultancy Services BPO
*The name o the company has b een displayed as it was in the year the rankings were announced.
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ey o th idtry
Sid Pai however says Market leadership is only
partly about watching your back. You certainly need
to be paranoid to implement the change proactively,
reinvent, innovate and so on, but market leadership is
as much about looking ahead and moving orward.
For entrepreneurs, Pai advises, Have a strong
business idea, clearly articulated vision and business
plans, resources tied up to meet the business plan
and most importantly, a team o people who share the
chemistry and passion and have the complementary
skills and capabilities to make it happen.
Chagg goba vromt
Lakshminarayana eels During tough times
leaders need to basically do two things stand by
your customer and look to create opportunities.
The ormer, sometimes, may entail sharing the
pain in the short term but i you want to be
partners with your customers you need to be
there or the long haul. The return on these
investments will be enormous. The latter will, almost
invariably, mean reinventing yoursel sometimes
slightly, sometimes substantially. But these changes,
i executed well, will open up newer, proftable avenues
and dierentiate you rom the crowd, apart rom
keeping you relevant to the customer in a changed
business context.
The leaders have learnt to survive and thrive in tough
times. They have leveraged such turbulent cycles to
re-enorce and consolidate their businesses. They
have unveiled several strategically important activities
such as hiring good people in the market, inwardly
ocusing to become leaner, piloting innovations in
business delivery mechanisms and reecting on
past experience to inorm uture direction. Tactically,
leaders have ocused more on the middle line (cost
structures) than the top line during such times,
concludes Pai.
29 Indi-bsed mpnies hve been listed mng
the best 100 IT servie prviders in new survey
rried ut with view t ssist business heds.
Mjr utsurers identiy relible, innvtive
nd teh svvy prtners inluded Indis Tt
cnsultny Servies, HcL Tehnlgies, Genpt,
WNS Glbl Servies rding t survey by
cyberMedi nd Glbl Servies Mgzine.
14 Newsline August 2008
a truly glbl tprint will require investments hed
visible results. The ulturl hllenges re intensiyings new nsulttive pprh reples the erlier
tehnlgil pth twrds grwth. The sheer sle
pertins nd emerging bureury is hindrne t
times, s yunger emplyees re inresingly distnt.
Investments in nn-liner grwth re impertive, but
nly smll minrity mngers mentined this.
Severl dmitted tht they lgged glbl inumbents in
terms enggement with lients. as we nluded in
ur Nvember 2007 crystl bll reprt, we believe the
next ew yers will be trnsitin perid r the industry.
While stk returns my mderte, NextGen ledersexuded nfdene tht Indin ITs glbl sle nd brnd
n nly imprve urther.
Exerpt rm cLSa Prjet NextGen
hllenges hed r the Indin IT industry
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Factbox
GDPIndias GDP at 9.4 per ent was the second
astest growing GDP ater China in 2007-08
FDi As per the RBI, Indias actual outbound ForeignDirect Investment (FDI) in 2007-08 was an
estimated USD 17,436 millin, an increase o
29.6 per ent over USD 13,454 millin in the
previous fscal
FdgGovernment unding or research and
development in the nano technology sector
is mere USD 7 millin even while smaller
countries such as South Korea is spendingaround USD 233.5 millin
Da TrackrAs per the latest TPI index, the number o
deals touched a 10-year high in H1 2008. This
is attributed to the 282 contracts valued at
nearly USD 49 billin in Total Contract Value
(TCV), and nearly USD 10 billin in Annualised
Contract Value (ACV)
iT ad GDPAccording to Evalueserve, the booming
IT industry is expected to account or
8.05 per ent o the countrys GDP by 2015-16,
compared to 2.86 per ent in 2007-08
M&A ad Pe DaThe total value o deals (M&A and PE)
announced in the frst hal o 2008 was
USD 24.62billin as against USD 50.75 billin
and USD 19.4 billin during the frst andsecond hal o 2007 respectively. Average
Indian M&A deal size was USD 64.4 millin,
while the average Indian PE deal size was
USD 38.17 millin during the frst hal o 2008,
according to a study by Grant Thornton Deal
Tracker July, 2008
Gr iTAbout 85 per ent o IT proessionals surveyed
or a Forrester report stated that environmental
actors were important in planning IT
operations, but only one-quarter o these
had put the green criteria in their companys
purchasing processes. Only 15 per ent o the
IT proessionals have a high level o awareness
about their vendors green initiatives, which
points at the lack o awareness among the
entire community
iCT PtratoThe penetration o ICT is between 17-20 perent in the MSME segment, the total size
o which is estimated to be 35 millin units
spread across the country
Rp VaThe value o the Indian Rupee against the
US dollar has uctuated rom Rs 39.13 on
February 1, 2008, to touch Rs 39.88 on
April 1, 2008, risen to Rs 43.08 in July 1, 2008 to
Rs 42.49 on July 31, 2008 and was at Rs 43.68
as o August 25, 2008
B itgcIndias market or Business Intelligence (BI)
platorms grew by 35.6 per ent in 2005-06,
making it Asias astest growing BI geography
iT ad HathcarThe Indian healthcare IT market is the astest
growing in Asia with an expected growth rate
o 22 per ent
Grog ecoomyAccording to a PriceWaterhouseCoopers report,
India could grow to almost 90 per ent o the
size o the US economy by 2050
e-commrcIndias e-commerce market is expected to touch
USD 2.33 billion by FY2007-08, as per a survey
M&AIndia has recorded a 126 per ent jump in the
amount spent on Merger & Acquisition (M&A)
deals outside the Asia Pacifc region
itrt urIndias Internet user base grew by over 40 per
ent to touch 46 millin in September 2007
rom 32.2 millin in the same month last year
FDi CofdcIndia at second place in A.T. Kearneys 2007 FDI
Confdence Index, continues to attract investors
in the high value added services industries like
fnancial services and inormation technology
16 Newsline August 2008
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nAssCOM spotght
Th natoa sk Rgtry: spgscrty or th ida iT-BPO idtryOver the past ew years, there has been a growing
recognition o the act that Indian IT-BPO companies,
though secure, continuously need to review and revise
the standards or maintaining a secure environment
or their employees and customers.
Against this backdrop, NASSCOM and the industry
conceptualised and launched the National Skills
Registry (NSR) under NASSCOMs Trusted Sourcing
Initiative. The NSR a verifed database listing
employee o this industry, along with their proessional
and educational background data, aims to provide a
secure abric to the Indian IT-BPO industry.
Since its launch in January 2006, the NSR has crossed
several milestones. Today, the registry has 3,30,000
registered individuals, and 65 companies accountingor almost 70 per cent o the industries workorce
have joined. This frst-o-its-kind, industry eort led
by NASSCOM is independently managed and executed
by NDML, a ully-owned subsidiary o the National
Securities Depository Limited.
Speaking about the implementation o the NSR, Vijay
Gupta, Senior Manager, NSDL said NSR is a unique
initiative, which brings users with divergent processes,
practices, size and strengths together and agree
to share their data work as per common processes
and practices. All this is done without a regulatory
mandate based only on concept selling. This has been
a tough job or companies to change rom their
existing processes, convince the employees to register
and or us as well to roll it out at such a scale.
Talking about the advantages that NSR brings to
Indian IT-BPO companies, T Sridhar, Chie People
Ofcer, Cognizant says, We are sure that the
NSR initiative will enhance the Indian IT sectors
brand equity globally. Not just that, it will add tothe comort our customers enjoy in working with us.
This will create urther opportunities or growth in
our business. With the participation o all NASSCOM
member companies, this will become the IT industrys
equivalent o the Social Security Number. Eventually,
employers will reer to these details beore taking an
employee on board.
The NSR is a national, authentic, verifed online
database containing third party verifed personal,
qualifcation and career-related inormation o IT-BPO
proessionals and is touching all the stakeholdersin the IT-BPO equation employees, hirers and
enorcement agencies.
Bft to takhodr
The NSR is creating a database o potential
employees and weeding out undeserving
candidates who ake resumes or employment
Employers save time on background checks
enabling aster completion o HR processes
Companies are reducing HR sourcing costs
Improved recruitment practices in IT-BPO industry
With NSR gaining momentum, background checks
are becoming easier to implement or IT-BPO
organisations with a number o these companies
mandating it or existing and new employees.
18 Newsline August 2008
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lookg Ahad
Forthcomg evt
nAssCOM Qaty smmtDte: October 15-16, 2008
Venue: Hotel Leela Palace, Bangalore
NASSCOMs Quality Summit will ocus on how process excellence has
become the hallmark o the Indian IT-BPO industry and a key element o
its success story. Globally renowned speakers at the summit will discussissues related to quality including benchmarking sotware cost, quality and
productivity, going beyond certifcations and measuring the technical quality o sotware at the systems level,
essentials o the sotware process, predicting quality through testing, changing role o quality proessionals in
the knowledge era and the next generation o quality proessionals, at this years summit.
Register now at www.nasscom.in
nAssCOM-CnBC iT ur AardDte: October 31, 2008
Venue: Taj Landsend, Mumbai
NASSCOM-CNBC TV 18 IT User Awards 2008 will recognise companies at the
oreront o IT deployment in India. The event, a key element o NASSCOMs
initiative to catalyse the growth o the domestic IT-BPO market, will ocus
on 14 vertical industries in the country, and the manner in which they have
deployed IT to achieve signifcant business benefts.
The awards are centred around the theme o Enterprise Value, and will honour enterprises where technology
implementation has brought value to the actual user in the enterprise.
The goal, as in the past years, will be to spotlight the companies that have innovatively harnessed the power otechnology to create a catalytic impact within their organisations and industries. The awards will cover verticals
such as banking, fnancial services, insurance, manuacturing, egovernance, healthcare, travel and tourism, real
estate, retail and logistics among others.
To apply or nominate an organisation or the awards, please write to [email protected]
Th emrg Ot
CorcDte: September 29, 2008Venue: The Shangri La Hotel, New Delhi
High on NASSCOMs agenda or emerging
companies, the Emerge Out Conerence will provide a national platorm or small and medium enterprises to
deliberate on technology and business trends, and gain insights on the new opportunities opening out beore
them. A culmination o the numerous activities NASSCOM has been organising in the Emerging space, the
event will witness brainstorming, mentoring, networking and experience sharing among companies, which will
result in creating a strategic vision or emerging organisations. While at the one end, successul SMEs will talk
about what they did right to rank among the high perormers, at the other end, leading entrepreneurs will
provide tips and tricks to help the emerge bunch make a mark within their chosen niches.
Visit www.nasscom.in to register or write to [email protected] or urther details
19August 2008 Newsline
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Markt Pac
Cotract ad Aardwns aoc mt-yar usD 1 bo BPO cotract th Avva
WNS (Holdings) Limited, a leading provider o global Business Process Outsourcing
(BPO) services, has entered into a transaction with Aviva, the worlds fth largest
insurance group with USd 95 billion revenue in 2007. The WNS-managed acility
in Pune will remain with WNS.
TCs rcv iovato Aard rom Frrar
Tata Consultancy Services, the leading IT services, business solutions and
outsourcing frm announced it has received the Innovation Award rom Ferrari,
or its ability to use technology services to spur innovation in one o the most
competitive and technologically advanced arenas o automobile engineering. The
seven-time F1 World Champion Michael Schumacher presented the Innovation
Award to TCS ofcials
ng sotar th emrgg ida Aard
Newgen Sotware Technologies limited, a leader in the feld o Business Process
Management (BPM) and Enterprise Content Management (ECM) has announced
that it has won the CNBC-TV 18 and ICICI Bank Emerging India Awards. The award was
elicitated in a grand ceremony in London by the Honourable Commerce Minister,
Kamal Nath and Indias steel tycoon, L N Mittal to Diwakar Nigam, Managing
Director, Newgen Sotware in the Inormation Technology, Communications and
Entertainment (ICE) and IT-enabled Services (ITeS) category.
Rakg ad Pattl&T rak frt Qaty wa strt Jora Aa srvy
In a survey conducted by Wall Street Journal Asia, L&T has ranked No. 1 in Quality
among its Indian peers. In the overall listing o Indias Top 10, L&T has claimed
the sixth position.
satyam BPO rakd no 2 BPO vdor gobay
Satyam Computer Services Limited has announced that Satyam BPO, its Business
Process Outsourcing (BPO) arm, has been ranked second among the worldsleading BPO vendors in Brown-Wilson Groups Black Book o Outsourcing.
wpro rakd orth th Top Compa or ladr ida, fth Aa Pacfc rgo ad 20th gobay
Wipro participated in the Top Companies or Leaders 2007 Survey conducted by
Hewitt Associates, Fortune Magazine, and The RBL Group, and were amongst
563 companies globally to participate. Wipro was ranked ourth on the Top
Companies or Leaders in India, fth in Asia Pacifc region and 20th globally.
ioy aardd to patt by th utd stat Patt
ad Tradmark ofc patt gratd Hoography adMob Commcato
Inosys Technologies Limited, today announced that it has been granted two
patents by the US Patent and Trademark Ofce. These patents are in the areas
o holography and mobile communications.
Disclaimer: This inormation has been collected through secondary research and NASSCOM is not responsible or any errors
in the same.20 Newsline August 2008
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Markt Pac
Goba expaoMdtr pa arhor prc ad aoc Mxcodvopmt ctr
MindTree Limited, a global IT and R&D services company announced its intentionto open a new development centre in Monterrey, Mexico later this year. The new
development centre will help the company strengthen its nearshore operations in
the United States and Latin America.
skta d eropa ootprt th Facfrt aac
Skelta Sotware, a leader in BPM and Workow solutions recently announced
a partnership with Financefrst as their Value Added Reseller or the European
market. Financefrst provides an array o fnancial services in accounting, fnance,
tax preparation, cash ow planning, reporting and controls to customers in Europe.
Financefrst supports CFOs by streamlining back ofce, improve efciency, and get
better insight in their day-to-day operations
Ctomr AocmtHyatt hard rvc ctr, llC ct Gpact or fac adaccotg rvc
Genpact, which manages business processes or companies around the world, has
announced that it has signed a fve-year contract to provide fnance and accounting
services to Hyatt Shared Service Centre, LLC. The decision to reengineer and globalise
these services is part o Hyatts global competitive improvement initiative.
edcato ad sk BdgMphas ach Cog Coct or egrg Cog;partrhp th acadma to hp bd dtry rady tat
MphasiS, an EDS company today ormally launched its College Connect
programme. The company will partner with Engineering Colleges to help bridge
the gap between academics and industry needs thereby creating talent that
can be deployed on real time project work immediately. College Connect is
being undertaken with Birla Institute o Technology Ranchi, MIT Pune,MSEC Chennai, New Horizon Bangalore, NIST Berhampur, Orissa and
Sathyabama University Chennai.
Gdr icvtyitratoa ho ad Mrr lych cot to prpar om oradrhp poto
Merrill Lynch, one o the worlds leading fnancial management and
advisory companies, has awarded a USD 50,000 grant to renew or the ourth
year, its support o the Womens International Leadership (WIL) Programme at
International House. 18 women rom 13 countries were chosen to participate in the
2007-08 WIL Programme. Since its inception in 1990, more than 200 women rom
a variety o cultures and disciplines have participated in this merit-based
scholarship programme