Professional Documents
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YOURSELF?
[45 sec]
ANS) Name
Age
Home town
Education background (specify year of passing & degree)
Work experience
(Company name
Designation
Year of experience)
Extra circular activities (any specialized)
Hobbies (at least two)
7) FAMILY BACKGROUND
ANS) DON’T SPECIFY PARENT’S NAME
JUST SPECIFY PROFESSION OF PARENTS & SIBBLING.
WORK PROFILE?
ANS) NAME OF THE ORGANISATION
DATE OF JOINING
JOB RESPONISIBLITY
COMPANY SYNOPSIS
INCREMENT /PROMOTION/ ACHIEVEMENTS
DATE OF RESIGNATION (REASON OF RESIGNATION)
o You can come up with an answer like -”I would like to pursue a job in this
sector since this is an industry that is growing very fast. According to this
year’s Financial Times Report on the Indian Industry, the size of the BPO
industry is around $ XX billion and it is growing at a rate of XX per cent.
Not only this, I also feel that I have a personality that is well suited to this
industry, since I love interacting with people and have great
communication skills.
I might have difficulties at the beginning, but I am sure that my body will
easily adjust to working at odd hours. Staying up throughout the nights is
not a problem for me.” You can take this as an opportunity to talk about
how well suited for the job you are by saying things like—
The uncertain economic condition has rocked all kinds of businesses, across sectors and
regardless of size or specialization. With a global recession underway, the BPO industry
cannot remain unaffected. Already the crisis in the financial markets has dampened deal
flow in the BPO sector. The number of BPO deals (tracked by ValueNotes) dropped from
430 in the year 2007 to 302 in 2008.
Amid all this turmoil and pessimism, BPO companies are putting up a brave front, and
gearing up to face the year with innovative strategies to fight margin pressures instead of
worrying over ‘who moved their cheese’.
While the first quarter of 2009 will be slow for the BPO industry, we expect increasing
activity in the later part of the year. Cost rationalization will become a compelling reason
for corporates to consider outsourcing/offshoring in their strategy.
We have identified some key trends that will impact the industry going forward.
Time to get lean
The immediate concern of BPO providers, irrespective of the size of their business, is to
protect their profitability. Thus cost rationalization will become inevitable. The most
obvious impact will be on salary hikes and executive perks.
Recruitment too is expected to significantly slow down in the next year, as service
providers push up utilization rates aggressively. Aggressive hiring over the last three to
four years, has added to the baggage of unproductive manpower. Given the current
scenario, companies will look at this as a good opportunity to trim the flab. While
recruitment will pick up again in the latter half of the year as the slack gets wrung out,
employers will be much more selective and focused on cost-benefit ratios.
Companies will also look to optimize various administrative or marketing costs. Until
recently, margins were never seriously threatened for Indian IT and BPO service
providers leading to considerable slack in areas like transport costs, procurement, travel,
telecom, etc. In the past, management attention was focused only on growth, but now, the
quality of growth will matter more.
Currently, BPOs earn a large chunk of their revenues from the US market. However,
BPOs are now paying more attention to geographies like Europe, Australia and Asia
Pacific. We expect this trend to intensify in 2009 as service providers make aggressive
efforts to de-risk their business and diversify their client base. Alternately, the growing
maturity of buyers in Europe, Middle East and Asia is opening up these lesser explored
markets.
Even as the offshore (international) BPO market faces severe pressures, the domestic
BPO market is getting ready to take off. According to Nasscom, the domestic BPO
revenues are estimated to be $1.6 b (Rs. 69 b) for FY08. ValueNotes’ report on
“Opportunities in the Domestic BPO Market”, estimated the total market being catered to
by third-party players at Rs. 18 b for FY08, and is expected to reach Rs. 77 b by FY12.
Unlike the overseas business, labor or cost arbitrage does not drive the domestic BPO
market. Strategic factors such as the need to scale rapidly, focus on core competencies,
enhanced productivity and reduced time to market are driving domestic demand. Going
forward, we believe that there will be increased buyer awareness and adoption of
outsourcing across industry verticals, which will drive the future growth. Significant
scale exists amongst banks, telecom operators and government departments, and these are
the most attractive segments in the near term.
While the larger companies are relatively mature in terms of outsourcing and offshoring,
the mid-market segment and the SMEs have not completely explored the offshore option.
Further, the SMEs have been traditionally underserved for a variety of reasons, including
lack of knowledge of offshoring, unattractive deal sizes for the premium service
providers, etc. However, rising offshoring maturity of early buyers amongst mid-market
companies will drive their propensity to further intensify offshoring.
At the same time, intensifying global competition will encourage the larger service
providers to look beyond Fortune lists. While the larger service providers will build
solutions for the mid-market, SMEs may be more comfortable working with mid-sized
service providers.
We believe that in 2009, large service providers will create differentiated offerings for the
mid-market segment, and target this opportunity aggressively.
The integration of software and BPO, to what is often called platform based BPO, as well
as the emergence of “business process restructuring” into the lexicon of service providers
has been underway for a while now. Several service providers are now adding the
knowledge component (analytics/legal services/consulting) into the mix, in an attempt to
deliver greater value.
With greater buyer awareness about offshoring knowledge services and increasing
service provider capabilities, the share of knowledge services in the overall market will
continue to grow. At the same time, the nature of “knowledge” services is quite distinct
from traditional IT and BPO, and viewing these merely as additional services may not
work. However, that is a discussion for another forum.
Despite the current turmoil, offshoring of services to India and other low-cost
destinations will continue to grow, both horizontally and vertically. While the economic
downturn has reduced demand in certain segments or services, we believe it will also
throw up newer and multiple opportunities across segments. So while certain specific
areas will see a cutback, certain other services will witness a noticeable spike in demand.
For instance litigation support, document review work within legal outsourcing and
collections business within mortgages are among those where we see increasing demand.
Looking at the larger picture, the increasing cost pressures will ensure that offshoring
becomes an imperative. Many services that were not offshored earlier will now open up –
even as volumes in existing services might shrink. Overall, we believe that long-term
growth will be robust.
Sale of captives
Cost control has become a big issue. Given the current economic scenario where
everybody is looking for liquidity in the market, availability of quick cash is an attractive
proposition. This is an opportunity to monetize investment in captives (for example the
recent sale of Citibank’s captive).
These captives will be good prospects for cash-rich and reliable service providers looking
to strengthen their BPO capabilities. With captives looking at ways to transform from a
cost center to a profit center, we believe that there will be more such deals where captives
will sell out their businesses.
Shake-out likely
In the current uncertain economic environment, mid-sized and smaller service providers
are worst affected. Many weaker players will start fading away from the competitive
landscape. This will include many smaller BPOs and KPOs, especially those with focus
on the financial services sector. Service providers offering services to multiple verticals
or relatively recession-proof sectors like healthcare will be better positioned to weather
the storm.
In line with this trend, we will see accelerated consolidation in the industry. Small service
providers will be forced to innovate with a focus on "differentiating" their services and/or
partnering with other service providers. A large number of cash strapped mid-sized
players will look to exit the game. On the other hand, this is a good time to buy
companies, at cheaper valuations, and expand service or vertical offerings.
Spot light
• Frost & Sullivan Contact Center Outsourcing Service Provider of the Year 2010
• Winner of NASSCOM 2010 Corporate Award for Excellence in Gender
Inclusivity
• IBM ranked #1 by IDC study for BPO vendor perception 2009
Read more
• You will be guided & supported by industry best managers helping you
develop your career.
• Winning culture and meritocracy based reward system makes it the most
attractive opportunity.
• Regular training programs on communication and language improvement to
develop every individuals articulation skills
Company funded Further education programs in various disciplines to help
individuals scale up faster in technical and management verticals.Company
sponsored A+, MCDST, CCNA, CCNP and MCSE certification for those who
aspire to develop their technical skills on an ongoing basis.
• Good work facilities/ working conditions.
• Transportation : Pick up and drop
• 24 hrs Cafeteria
With nearly 500 players, India’s domestic business process outsourcing (BPO) market is
set to touch USD 6.82 billion (around Rs 31,700 crore) by 2013. The domestic BPO
market is evolving into third-party ‘transformational outsourcing’ relationships from the
existing captive dominated market structure. This implies that rather than merely running
isolated processes for customers, BPOs would engage more deeply to identify and
transform core business processes to add greater market value in the ‘creation and
delivery of end products and services’.