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Advance Program in Strategic Management Project on Effective Strategies in Domestic BPO Market
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Table of Contents
1. 2. ABOUT THE STUDY ------------------------------------------------------------------------------------------------3 DOMESTIC BPO MARKET OVERVIEW -----------------------------------------------------------------------4 FACTORS LEADING TO DOMESTIC BPO GROWTH --------------------------------------------------------------------5 CURRENT DRIVERS OF OUTSOURCING --------------------------------------------------------------------------------5 INHIBITORS OF DOMESTIC BPO GROWTH IN INDIA -------------------------------------------------------------------6 3. DEMAND ANALYSIS OF DOMESTIC BPO -------------------------------------------------------------------7 VERTICAL SECTOR-WISE ANALYSIS OF DOMESTIC BPO------------------------------------------------------------7 HORIZONTAL SERVICE LINE-WISE ANALYSIS OF DOMESTIC BPO -------------------------------------------------9 4. EVOLVING BUYERS SIDE - GROWING AWARENESS ------------------------------------------------ 10 VENDOR SELECTION CRITERIA: DOMESTIC BUYERS PERSPECTIVE -------------------------------------------- 10 CHALLENGES FACED BY BUYERS ------------------------------------------------------------------------------------- 11 ROAD AHEAD FOR DOMESTIC BUYERS ------------------------------------------------------------------------------- 12 5. THE SUPPLY SIDE - INCREASED CAPABILITY --------------------------------------------------------- 13 DOMESTIC SUPPLIER: CRITICAL SUCCESS FACTORS ------------------------------------------------------------- 13 KEY CHALLENGES FACED BY DOMESTIC SUPPLIERS -------------------------------------------------------------- 15 6. DOMESTIC BPO - MARKET DYNAMICS -------------------------------------------------------------------- 17 DOMESTIC OPERATING MODELS -------------------------------------------------------------------------------------- 17 DOMESTIC PRICING MODELS ------------------------------------------------------------------------------------------ 18 COST STRUCTURE OF THE DOMESTIC BPO MARKET -------------------------------------------------------------- 19 KEY DOMESTIC BPO DEALS ------------------------------------------------------------------------------------------- 20 KEY TRENDS IN DOMESTIC BPO INDUSTRY ------------------------------------------------------------------------ 21 7. STRATEGY FOR A NEW PLAYER ---------------------------------------------------------------------------- 23 ROAD AHEAD : BENEFIT FOR BUYERS & SUPPLIERS -------------------------------------------------------------- 24 KEY ACTION POINTS FOR THE FUTURE GROWTH OF DOMESTIC BPO ----------------------------------------- 24 SWOT ANALYSIS: DOMESTIC BPO MARKET ------------------------------------------------------------------------ 25 8. REFERENCES ------------------------------------------------------------------------------------------------------ 26
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Emerging Sectors
As per estimates, the telecommunications industry followed by the banking services industry are the early adopters in the domestic BPO segment. It is also expected that BPO adoption patterns will differ across industries. For example, the telecom industry is likely to see rapid initial adoption, which is expected to slow down over time. On the other hand, the BFSI industry may show slower initial adoption levels, which are likely to accelerate in the future.
Banking
Insurance Travel & Hospitality
Healthcare
Government Media / Consumer Goods
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High-end Support
High-end Customer Support Sales and Marketing Select Processing Services (HR)
Expert Services
Decision Making Problem Solving
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Future
Finance & Accounting
Human Resources
Knowledge Services Procurement
While key service areas include query handling, sales and marketing support and payroll processing, the near future is likely to see a growing demand for F&A and knowledge services, which are expected to exhibit significant activity and growth. As the industry evolves, other processes will be increasingly outsourced. In India, there are limited discrete outsourcing contracts in specific areas. However, these are still quite small. Specific examples of activities, in this category include participant/audience contacts for television game shows, e.g., Kaun Banega Crorepati, Indian Idol, etc., which are outsourced by the respective channels to specialist service providers such as Dialnet, which manage services such as Interactive Voice Response (IVR) systems for their customers. Order management: While this 3PL (third-party logistics) service is still at the developmental stage in India, there are specific instances where logistics vendors are taking up total end-to-end logistics deals. TCIL formed a JV with Mitsui of Japan in 1999 to set up Transystem Logistics International (TLI), a unique dedicated automobile logistics service provider to Toyota Kirloskar Motors Ltd. (TKM) at Bangalore, a pioneer in automotive logistics. The JV handles the entire in-bound and out-bound logistics of Toyota vehicles in India. Opportunities await BPO firms to provide specialized services to newly emerging industries such as retail, fashion apparel or automobile components, e.g., customer relationship management (CRM), market research, accounting, and inventory and supply chain management. An early adopter, Dabur, one of the largest fast-moving consumer goods (FMCG) companies in India, signed a 10-year agreement with Accenture, outsourcing the IT work of its supply chain and secondary sales functions to Accenture.
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Phase 4 Phase 3
Size of Market
Institutionalized Focus on Value-added Transformation
Phase 2 Phase 1
Hype and Fear Early Adopters
Market Matures
Time
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Existing Relationship
Capability to Scale up
Core Efficiency
Managerial Capability
Proven Credentials
Large service providers have a greater capability to scale up vis--vis smaller players. This is resulting in some buyers terminating contracts with smaller players and consolidating their operations with larger ones. To be successful among a sea of suppliers, service providers need to demonstrate their financial and managerial capability. Existing BPO relationships with service providers will not be a key influencer in future BPO vendor selection decisions. The bulk of the activity will go to a provider with proven capability and credentials in the voice and non-voice BPO services domain. While contemplating outsourcing for the first time, companies base their selection on past credentials and reliability information gathered from the market. Although prior experience in a related field is desired, vertical-specific experience is not a necessity for all buyers.
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Intelenet Global Services Infovision (Serco) Sparsh Aegis BPO Services Hewitt Associates Andromeda
IT Outsourcing New Market Entrants
Niche Specialists
MphasiS EDS
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Multi-lingual Capability
Providers need to communicate their value proposition better, especially due to the lack of cost arbitrage-driven propositions for domestic BPOs. The absence of a clear value proposition for domestic buyers is a strong deterrent to the markets growth. The speed of setting up and training employees within service provider organizations will be critical for supplier success as domestic BPO buyers look to scale up operations faster, to compete in a rapidly growing economy. For voice services, service providers will need to have the capability to scale up in terms of volumes as well as in their ability to provide multi-lingual support. Operations need to be spread across the Indian geography, for language support and also to provide near-shore delivery capabilities, if required. Wide service portfolio: Service providers will need to demonstrate their non-voice BPO capabilities through their existing credentials in their specific industry and non-voice BPO service segment. These credentials can be from the service providers global clients. Indian buyers are more likely to outsource BPO and application outsourcing (AO) or IT infrastructure outsourcing (ITO) to the same service provider. Service providers should, therefore, consider bundled service offerings (BPO with AO/ITO) or business-process-unit-type arrangements, to improve client stickiness in an engagement. Service providers with process transformational capabilities and world-class IT infrastructure will be better positioned to attract non-voice engagements. They will also need to have a vertical industry-specific focus to demonstrate the required competency for delivery of nonvoice business processes.
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Technology Platform
Indian Service Companies in the Public and Private Sectors are Underinvested in Technology on a Per Capita and Per Sale basis
Profitability Pricing in India is estimated to be 30-60% lower than its Global Counterpart
BPO firms in India will find the domestic market more challenging than those in developed countries. Government Control & Regulation -To begin with, a significant number of Indian companies in several service industries, including those in the banking and financial services industry (BFSI) segments, are wholly owned by the government. BFSI companies have been the biggest opportunity for outsourcing service providers in the markets of the West Pressure from Internal Staff/ Unions - Although these companies present the best opportunity for BPO firms, state-owned banks and insurance companies such as the State Bank of India and the General Insurance Corporation of India are likely to be very slow to start outsourcing on a large scale, largely because of the immense pressure they will face from their unions, who do not want to lose their jobs to the private sector. The way it happened in Jet airways any company outsourcing would need to reallocate or tone down the workforce Technology Adoption by Domestic Players - Another challenge BPO firms will face in India is the fact that any organizations decision to outsource its needs is heavily embedded in its technological architecture. Indian services companies in either the public or the private sector are heavily underinvested in technology on a per-capita and per-sale basis, as compared to those in the US and Europe. Indian services companies are far more labor-intensive and do not have technology platforms that will facilitate outsourcing, except in the case of financial services companies such as ICICI or HDFC. Lack of Standardization - The internal processes of most Indian services companies are idiosyncratic and are not standardized as in large retail organizations such as Wal-Mart or US
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Activitybased Pricing
Various pricing models can be differentiated by the parameters used for billing: Per unit time/variable cost: This is the most common pricing model in the industry with the client guaranteeing a minimum amount of business. This is billed on a per hour or per seat basis. Per seat or full-time employee (FTE) per month: The client guarantees a minimum amount of business for a number of FTEs on a monthly basis. Activity-based billing: The client is billed by the volume of activity. Gain-share models: The client is billed on the quantifiable value delivered, e.g., the success rate and conversion ratio, based on mutually agreed parameters. Hybrid pricing models: This is a combination of two or more models, which typically incorporate a fixed volume rate plus a marginally higher rate for peak load absorption.
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Percentage
LEGEND Depreciation Indirect Salary Rent & Utilities Sales & Marketing General and Administrative Direct Salary
Year
Personnel costs currently account for over 46% of revenues. Wage costs have been increasing steadily at 10% annually in all the major cities in India. Entry-level salaries for domestic BPO are between USD136182 per month. However, with most BPOs turning to Tier I and II cities, wage costs are slated to decrease. Salaries in Tier II and III cities are 5060% of those in Tier I cities. Telecom and connectivity costs account for 8% of total revenues. Over the last few years, telecom costs have been steadily decreasing. Rent and utilities account for 8% of revenues and are increasing at 5% annually. Sales and marketing costs account for 8% of revenues. General and Administrative Costs account for 11% of revenues. These costs are expected to spiral with an increase in the scale of operations. Depreciation costs account for about 6% of revenues. This figure may remain at the same level for some years to come. A tax rate of 33.99% is applicable for the domestic BPO sector.
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Market Consolidation
Increasing number of third-party vendors: It is a severe drain on the management bandwidth to continuously recruit, train and monitor back-office staff when their core business is accelerating steadily. This has resulted in the emergence of and rapid increase in the
-21@2010 Indian Institute of Management Calcutta
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Horizontal Services Segments
Horizontal Services F&A Knowledge Services Vertical Sectors Telecom BFSI Horizontal Services Customer Interaction & Support HR Vertical Sectors Telecom BFSI
2
Horizontal Services F&A Knowledge Services Vertical Sectors Government Retail/ Consumer Goods Media / Airlines Horizontal Services Customer Interaction & Support HR Vertical Sectors Government Retail / Consumer Goods Media / Airlines
Existing
New
Existing
Vertical Sectors
New
Path 1: Offer services that are new to the domestic market (similar to services offered to the export market) to currently dominating sectors in the market, e.g., Telecom and BFSI. Path 2: Offer currently dominating service offerings in the domestic market, e.g., Customer Care and Sales and Marketing, to new/growing vertical sectors such as Retail, Media, Airlines and the Government. Path 3: Offer services that are new to the domestic market, e.g., F&A and Knowledge Services, to completely new/ emerging vertical sectors such as retail, media, airlines, etc.
Any new player entering the Domestic BPO market has to consider the following factors Companys Strategic Position to enter into Domestic BPO Industry Scope & Potential Competency in BPO Industry Experience in handling BPO operations Vertical & Horizontal Expertise
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Strengths
Booming growth across industries in the domestic market Rapid growth in the domestic BPO market (CAGR 50% over the last five years) Large volume and size of the domestic market Huge manpower resource pool of over 1 Million Mature suppliers with extensive operational experience Access to international best practices
Weakness
Existing Regulatory barriers; no tax benefits for the domestic market Lower net margins as compared to the international domain Domestic companies are underinvested in technology Adoption rate is low amongst PSU banks Labour arbitrage is not a significant value proposition in the domestic market
Opportunities
Scope to move up the service value chain Potential for large scale employment Opportunity to bridge urban rural divide by developing Tier II and Tier III cities Addressable opportunity of USD15-20 billion
Threats
Emergence of nearby off shore destinations Shortage of middle management personnel and sector specific talent High inflation and attrition rates Infrastructure, political and other challenges posed by Tier II-III cities
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8. References
Destination India : An Insight into the Domestic BPO Market (2009) Ernst & Young Trends in Domestic BPO (December, 2009) ValueNotes Domestic BPO Growth (2009) - TechMahindra Indian Domestic BPO Market An Emerging Opportunity (January, 2008) Avendus Domestic BPO Scope (August, 2008) - NASSCOM India BPO Study (2008) - NASSCOM & EVEREST India Domestic BPO Market (2007) IDC Domestic Services Market Opportunity (2006) - NASSCOM & IDC
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