knowledge processing outsourcing

8/4/2019 Knowledge Processing Outsourcing

1/20

KNOWLEDGE PROCESSING

OUTSOURCING-ANDREWS

1


2/20

Knowledge process outsourcing (KPO) is a form of outsourcing, in whichknowledge-related and information-related work is carried out by workers ina different company or by a subsidiary of the same organization, which may

be in the same country or in an offshore location to save cost.

Unlike the outsourcing of manufacturing, this typically involves high-valuework carried out by highly skilled staff.

It was Evalueserves Chief Operating Officer, Ashish Gupta, who coinedthe term Knowledge Process Outsourcing (KPO) in September 2003, in an

effort to differentiate between his firms services and those of the

established BPO firms.

2

KPO


3/20

BUSINESS RESEARCH-MARKET STUDIES AND SEGMENT ANALYSIS

-COMMERCIALIZATION AND BUSINESS PLANS

-COMPANY, INDUSTRY PROFILES AND ANALYSIS

-PRODUCT & VALUE CHAIN ANALYSIS

-UPDATING DATA BASE AND EXISTING RESEARCH

MARKET RESEARCH-DESIGN, CONDUCT AND ANALYSIS OF SURVEYS

-B2B SURVEYS INCLUDING- Spending decision criteria

-B2C SURVEYS INCLUDING

-consumer preferences andbehaviour

-decision criteria

DATA ANALYTICS RESEARCH

-MARKET RISK ANALYSIS-CREDIT RISK ANALYSIS

-ASSET LIABLITY MANAGEMENT

-USAGE PATTERN ANALYSIS

INTELLECTUAL PROPERTY

-PATENTABILITY ASSESSMENT SEARCH-TECHNOLOGY DUE DILIGENCE

-PATENT LANDSCAPE ANALYSIS

PATENT DRAFTING AND FILING

KPOSERVICES

3


4/20

The KPO typically involves 3 components

Business Processing Outsourcing (BPO),

Research Process Outsourcing (RPO) and

Analysis Proves Outsourcing (APO).

KPO business entities provide typical domain-based processes,advanced analytical skills and business expertise, rather than just processexpertise.

4

PROCESS


5/20

KPO industry to grow at an annual rate of approximately 24% for the nextfour years (2010-14), thereby achieving a market size of $16.95 billion in

2013-14.

In 2006-07, the KPO industry in India accounted for more than two-thirds ofthe global revenue.

Currently the Indian KPO industry is expected to reach nearly $5.95 billionin revenues in 2010-11 and $10 billion in 2013-14.

5

MARKET SIZE AND GROWTH RATE

OF KPO


6/20

1. GENPACT

2.EVALUESERVE

3.UGAM SOLUTIONS

4.WNS Global Services

5.24/7 CUSTOMER

6

TOP FIVE COMPANIES ATINTERNATIONAL & INDIAN LEVEL


7/20

Genpact Limited is a global business process and technology managementcompany. It was formerly a GE owned company called GE Capital InternationalServices or GECIS.

It operates from India, China, Guatemala, Hungary, Mxico, Morocco, thePhilippines, Poland, the Netherlands, Romania, Spain, South Africa, Australia,Brazil and the United States.

Tiger Tyagarajan is the President and CEO of Genpact.

Genpact went public on NYSE on August 2, 2007 under the symbol "G".

The NYSE symbol "G" was initially allocated to the Gillette company. After the

Gillette Company was acquired by Procter and Gamble, the symbol becamefree and Genpact and Google booked it. It was Genpact in the end that got tokeep G as its stock symbol.

Apart from GECIS, Genpact has also been known as GECSI and GECIBS in itsinitial days of operation.

7

Genpact is chosen as the best companyto be studied in depth:


8/20

More than 42,500 employees.

Follows SEP process.

Genpacts culture is uniquely ingrained in lean six sigma.

Company manages over 4000 processes for more than 400 clientsworld wide.

8


9/20

Continuous Improvement, Process Excellence and Voice ofCustomer are the drivers for achieving new levels of businessperformance.

Process Improvement and Project Selection are aligned withstrategic business objectives.

Employees are Engaged and Empowered to lead and drivechange through key process metrics.

Business decisions are Data-Driven and focused on exceedingcustomer expectations.

9

VISION


10/20

Drive Organization Change

Continuous Improvement

Value Creation

Financial Results

10

MISSION


11/20

Genpact's objective is to service its clientsfrom the locations that best meet their needs,taking into consideration business objectives,cultural considerations and language

requirements.

11

OBJECTIVES


12/20

Genpacts analysts have many years of experience managing the end-to-end

processes of Direct Marketing. This team has developed and executed campaignsacross customer lifecycle stages, from acquisition to retention, and across channels

such as direct mail, email and telemarketing.

They apply predictive modeling, segmentation and optimization techniques to refinestrategies and determine the optimal promotion mix with respect to channel, creative,offer and timing options to improve campaign ROI.

They conduct statistical inference and model/segment validation to determine thesignificance of key performance indicators and fine-tune the experimental design offuture campaigns.

12

MARKETING STRATEGIES


13/20

Genpacts analysts help clients make strategic decisions in both equity and fixed-income markets.

They use deep financial research and modeling expertise & their qualifications in

Finance, Economics and Risk, and superior knowledge in quantitative techniques tohelp with new investments, acquisitions and divestitures.

13

FINANCE STRATEGIES


14/20

The company has launched eight "Launchpads" across the countryin cities like Kolkata, Delhi, Kochi, Indore, Lucknow, Dehradun andVishakhapanam.

These are hiring offices where job interviews are conducted on adaily basis.

On an average, Genpact hires 1,000 people in a month. The

company has an attrition rate of less than 10%.

14

HR STRATEGIES


15/20

STRENGTHS- LARGE TELENT POOL

- LOW LABOUR COSTS

- SUCCESS OF BPOs

- QUALITY STANDARDS

WEAKNESSES

- DATA SECURITY

- RISING WAGES- LACK OF INFRASTRUCTURE

OPPORTUNITIES- DOMAIN EXPERTISE

- SMALL & MEDIUMENTERPRISES IN US

- LACK OF HUMAN FORCE IN US& UK

THREATS

- HIGH ATTRITION RATE- SUPPLY GAP

- QUALIFIED WORK FORCE

SWOT

ANALYSISOF KPO

15


16/20

Present business strategy Genpacts strategy of organic growth and acquiring new

customers has put Genpact on track to grow revenuesand reach employee strength of 30,000 by 2008.

Genpact has offices around the globe and is consideringtwo additional sites in India, another in China, and apredominantly French-speaking facility in Europe orNorth Africa.

On December 30, 2004, GE unleashed GECIS to grow on

its own by selling 60 percent of its equity to two firmswell known for their investments in IT-enabled,knowledge-based companies: General Atlantic and OakHill Capital Partners.

16


17/20


18/20

Recommend strategies The strategy of organic growth followed by Genpact

has brought growth to it and it expanded rapidly so if

it want to maintain its customer level of satisfaction itshould adopt defensive marketing and innovative

strategies so that its business do not go to other

competitors.

18


19/20

Long term objectives It should diversify its business and provide some

benefits like assistance when ever needed for

achieving greater satisfaction and growth tocustomers.

Concentrate more on expansion of the business

globally and become a medium of breaking barriers.

Improvement in technology and adoption of modernstrategies required for growing rapidly.

19


20/20

knowledge processing outsourcing

Documents