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www.idc.com
Romala Ravi
May 2005
P.508.872.8200
INTRODUCTION
This IDC white paper discusses the fast-growing demand for business process
Global Headquarters: 5 Speen Street Framingham, MA 01701 USA
outsourcing (BPO) services around industry-focused business processes that are tied
closely to the strategic operations and core business of a company. These services
are gaining visibility in the market from both service provision and customer adoption
standpoints. This white paper presents survey findings on the adoption of BPO for
industry-focused business processes by the financial services, legal services, and
printing and publishing services industries. The paper examines the extent to which
companies are using these services and their expectations of BPO providers of such
services.
To illustrate how the BPO services for these high-value industry-specific business
processes are packaged and delivered in the market, this paper also provides a
profile of OfficeTiger.
Definitions
The BPO service delivered is considered high value in that the outcome or deliverable
contributes directly to the core business of a company. For example, it may include
research and analytics that an investment banker uses to build a leveraged buy-out
model or audit support provided to a global accounting firm. The key distinction of
these strategic industry-focused BPO services is they enable professionals to apply
industry knowledge and expertise to make critical judgments on tasks/processes that
are required to run the core business of a company.
To offer services for such industry processes, a BPO provider requires industry
expertise in and understanding of a company's core business because the decisions
made by a BPO provider will have a direct impact on the outcome of a company's
core business. These services include much more than simply taking over a highly
repetitive process or transaction; they have the value proposition of also directly
contributing to and improving a company's core business activities, thereby improving
a company's competitive positioning within its industry.
The use of the words "industry-specific" and "strategic" serves to make the important
distinction between these services and "horizontal" BPO services, such as customer
care, call center outsourcing, HR, logistics, procurement, and others, as well as
industry-specific "transactional" BPO services, such as claims processing, mortgage
processing, payments processing, billing, loan servicing, and others.
Overarching Trends
BPO is front and center in the minds of business executives today. Though
outsourcing of business functions has been around for decades in areas such as
logistics, facilities management, call centers, claims processing, and billing, the BPO
market has experienced a transformation over the past four years, and new business
processes (i.e., those previously not outsourced or outsourced to a limited extent) are
fast becoming growth segments and lucrative candidates for BPO.
With these strategic objectives in mind, companies have been looking internally to
identify new high-value business processes and, often, aspects of the core business
that can be better served by a BPO engagement. Considerations such as these have
led to the outsourcing of horizontal business processes such as engineering, direct
procurement, and other core activities. On the industry-specific front, these
considerations have caused companies to evaluate and outsource business
processes such as financial analysis, research and analytics, and other activities that
directly support core industry processes.
Industry-specific BPO services players such as OfficeTiger are aligning their offerings
to capitalize on this transformation in BPO and on the elevation of strategic drivers for
BPO adoption. The competitive pressures of today's business world, cost
management imperatives, and resource limitations are causing companies to think
beyond just outsourcing low-value transactional activities and to push the outsourcing
envelope deeper into organizational processes and value chains, from both horizontal
and industry-focused perspectives.
Data analytics and research This process involves the provision of customized qualitative and quantitative
research that supports and extends a client's internal capabilities. It includes
activities such as business information, strategic market research, data analytics,
and financial analytics.
Transaction processing associated This process is associated with the digitization, access, and management of
with electronic content electronic content and includes activities such as scanning, imaging, indexing,
coding, data capture, data entry, conversion, Web publishing, translation,
repository and archive solutions, and knowledge management.
Premedia processes This process includes creative and publishing activities and involves taking
documents, collateral, and presentations through the development life cycle from
design to print. Specific activities include creative design, desktop publishing, and
prepress activities such as SEC filing, composition and template design of multiple
documents, and typesetting and image manipulation to create print-ready
documents.
Financial management processes This process includes activities such as financial reporting, internal financial
analysis, payables/receivables management, and billing and invoicing.
IDC has observed strong demand for outsourcing the services in Table 1, and we
discuss the survey results that reinforce this demand in the next section of this white
paper.
Goals Description
Focus on core competencies The need to focus time, energy, and internal company resources on activities
associated with a company's core mission and competitive strength and reduce
their involvement in support services and daily operational technicalities
Technology access The need for cost-effective access to and effective implementation of technology to
better manage the underlying business process
Integration and centralization The need to integrate, centralize, and streamline existing processes, resources, and
systems along specific business processes to eliminate redundancies, gain
consistency across the enterprise, and drive standardization in the management of
the underlying business process
Business flexibility The need to establish mechanisms for responding to volatile/seasonal business
environments and changing business dynamics
Process improvement The need to achieve industry-standard best practices around business processes
from both operational cost and service-quality perspectives
Global business process The need to drive standards and consistency in the management of a business
management process across a global organization and gain external help to manage the
complexity associated with managing business processes across geographies
Business expansion The need to ramp up resources/capabilities for a particular business process —
required to support business expansion that results from strong growth, global
expansion, new product introduction, or a merger and acquisition
Regulatory compliance The need to ensure that business processes are being managed in compliance with
changing government regulations
New revenue streams The need to create new revenue streams as opportunities open up; the need to
access resources/capabilities associated with new product/service launches; the
need to ensure an efficient and cost-effective new acquisition process
In February 2005, IDC conducted a survey of 171 respondents across the financial
services, legal services, and printing and publishing services industries to better
understand the BPO adoption trends across the previously mentioned business
processes. The survey had a minimum of 50 respondents from three industry
segments: financial services, legal services, and printing and publishing services.
It included respondents from three employee-size segments: 1–99 employees
(small companies), 100–999 employees (midsize companies), and 1,000+ employees
(large companies).
The goals of the survey were to first identify the source of the demand for industry-
specific strategic BPO services and then to identify the outsourcing trigger events,
decision-making approaches, and vendor selection criteria for large companies
(1,000+ employees) within each of the three verticals. The results are discussed in
the following sections.
Propensity to Outsource
IDC asked companies about their current adoption of BPO services and their future
adoption over the next 12 months. The results for current outsourcing and future
outsourcing were added together to arrive at the propensity to outsource each
business process (see Table 3). In aggregate, the results show a definite interest in
outsourcing the industry-focused business processes listed in Table 1.
Data analytics and research 41.1 42.6 40.0 39.4 40.5 43.7
n= 67 54 50 74 37 60
Note: The percentages represent the sum of respondents who indicated current outsourcing of each process and future
outsourcing of each process over the next 12 months. Collectively, this data represents the propensity to outsource each
business process.
Source: IDC's BPO Services Survey, 2005
# Midsize and large companies more or less mirror each other in outsourcing
propensities. The only service line that differs is premedia/creative
processes, where midsize companies have a significant lead over large
companies.
# Overall the outsourcing propensities are closer in line across company size
segments than is the case for horizontal BPO adoption, where large
companies have a clear and identifiable lead. Industry-specific strategic BPO
services appear to be applied more evenly across company size segments
and to have more balanced appeal and acceptance across different
company sizes than traditional horizontal BPO services.
! By vertical industry. When we analyzed the results by each of the three vertical
industries surveyed, we found that outsourcing propensity was also more or less
evenly distributed across all three industries, but we also made a few interesting
observations:
When respondents were asked about the direction of future BPO spending from
current levels, the aggregate responses for all respondents showed an even split
between plans to increase versus plans to stay at current levels. The results by
industry and by company size are shown in Table 4.
n= 67 54 50 74 37 60
! By company size. The results were somewhat different across company size
segments. Large companies, at 43.3%, are more inclined to increase outsourcing
spend over the next 12 months, whereas midsize and small companies are more
inclined to keep outsourcing spend at current levels. An encouraging sign is that
only a very small, and therefore negligible, percentage of respondents plan to
decrease outsourcing spend.
Propensity to Outsource
The outsourcing propensity for large companies within each vertical industry is shown
in Table 5.
T ABLE 5
n= 28 13 19
! Both the acceptance of and propensity to outsource data analytics and research
and premedia/creative processes are more or less equal across industries.
! Legal services and printing and publishing services respondents have a relatively
higher propensity to outsource transaction processing associated with electronic
content.
! The printing and publishing services industry has a very high propensity to
outsource premedia/electronic prepress processes because the types of
activities in this area are typically printing and publishing in nature.
Respondents were asked what types of events would trigger a decision to outsource
these business processes. The responses by large companies segmented by vertical
industry are shown in Table 6.
T ABLE 6
Lack of skilled professionals Conducted thorough internal cost Conducted thorough internal cost
(60.0%) analysis (61.5%) analysis (50.0%)
Outgrew existing infrastructure Lack of skilled professionals (53.9%) Outgrew existing infrastructure and need
and need to expand (48.0%) to expand (38.9%)
Tough market conditions (44.0%) Outgrew existing infrastructure and need Expansion in product portfolio (44.4%)
to expand (38.5%)
Conducted thorough internal cost Global expansion of customer base Mergers and acquisitions (33.3%)
analysis (36.0%) (30.8%)
Mergers and acquisitions (32.0%) Expansion in product portfolio (30.8%) Lack of skilled professionals (33.3%)
n = 25 n = 13 n = 18
The results in Table 6 show that respondents are triggered to outsource by three
types of events:
The majority of large companies across all industries have formal processes in place
to assist in their outsourcing decisions and in their selection of a particular BPO
vendor for their industry-specific business processes. On average, over 82% of large
company respondents answered "yes" when asked whether they have formal
decision-making processes in place. A higher-than-aggregate percentage of financial
services respondents (86%) indicated that they have formal decision-making
processes in place. Legal services respondents and printing and publishing services
respondents were at 77% and 79%, respectively.
Table 7 identifies the decision makers within large companies in each industry; it
captures only the top 3 responses.
T ABLE 7
n = 28 n = 13 n = 19
! Financial services respondents are largely making decisions at the business unit
level.
The top 5 criteria that large companies consider in their final selection of a BPO
provider are shown in Table 8.
T ABLE 8
Is a specialized provider with Can create content customizable to my Provides high-quality services (68.4%)
proven expertise (57.1%) needs (69.2%)
Provides high-quality services Provides high-quality services (69.2%) Can create content customizable to my
(57.1%) needs (57.9%)
Stability of provider (57.1%) Is a specialized provider with proven Stability of provider (52.6%)
expertise (53.9%)
Can create content customizable to Has excellent references (46.2%) Knows technology and its impact on my
my needs (53.6%) business (52.6%)
Employs professionals with Stability of provider (38.5%) Employs professionals with extensive
extensive experience (50.0%) experience (47.4%)
n = 28 n = 13 n = 19
! Service quality is a key consideration and features prominently in the top 5 list
across all industries.
! Vendor stability is another important criterion and is especially high on the lists
of both financial services and printing and publishing services respondents.
Because the services in question are high value and directly touch the core
business of a company, having a provider that is stable and will be around for a
long time is an important consideration.
! Specialized skills and extensive and proven experience are highly valued
attributes for any service provider looking to play across any of these industries.
Company Background
Founded in 1999 by former investment bankers Joe Sigelman and Randy Altschuler,
OfficeTiger is a diversified, industry-focused provider offering judgment-based
services to professional services firms and Fortune 500 companies. OfficeTiger offers
tailored solutions to different verticals through its four service lines: Premedia, Data
Analytics and Research, Financial Management, and Transaction Processing. These
service lines are described briefly in Table 9 and more in-depth in Table 10.
Headquartered in New York City, OfficeTiger currently drives its operations from its
three major facilities — two in Chennai, India, and one in Colombo, Sri Lanka. The
company also runs satellite operations in Bangalore and Mumbai, India. OfficeTiger's
operations are spread across seven countries and over fifteen sites in the United
States, United Kingdom, Continental Europe, India, and Sri Lanka. OfficeTiger has
experienced exponential growth in sales and has seen revenue double year to year
since its inception.
T ABLE 9
OfficeTiger at a Glance
Category Description
Supporting locations and resources • Over 2,500 professionals worldwide, including 500 MBAs and chartered
accountants offering integrated, globally sourced services in 15 delivery centers
(including 9 client sites)
• Headquarters, along with the London and Frankfurt offices, serve as major
sales and implementation offices
• Two operation centers in Chennai (India) and one in Colombo (Sri Lanka)
Service lines OfficeTiger's four service lines are Data Analytics and Research, Financial
Management, Premedia, and Transaction Processing. Each service line in turn
contains a wide range of specific services offered to clients. Details are provided in
Table 10.
Vertical industries Investment banking, diversified financial services, legal, management consulting,
print and publishing, pharmaceuticals, retail, and real estate
Key clients Eight large investment banks, two large management consultants, global law firms,
global publishing houses, national business services companies, third-party
administrators, Big 4 accounting, and large private equity and venture capital firms
The integrated global delivery platform that is the foundation of this hybrid model is
essential for the type of business processes OfficeTiger handles as an outsourcing
provider. Because these business processes address core business functions and
are of high value to clients' core employees, OfficeTiger's onsite presence helps with
workflow coordination and overall project management and provides the face-to-face
client interaction that is critical in these types of services. Further, onsite resources
help to drive the seamless integration between client operations and OfficeTiger
service delivery and help to promote client confidence and comfort with OfficeTiger.
At the same time, offshore operational locations enable clients to benefit from
cost-efficient and "round-the-clock" services.
Many of the processes OfficeTiger addresses and the types of industries it targets,
such as financial and legal services, are characterized by huge amounts of
confidential and sensitive information. Further, information confidentiality and security
considerations around information flow are important issues for clients and often are
the biggest obstacles to outsourcing. Therefore, by approaching client engagements
as long-term partnerships and entrenching itself into clients' value chains, OfficeTiger
can help drive client confidence and allay client concerns.
One example of OfficeTiger's approach in going deeper is the work it does with a
global investment bank. OfficeTiger started by taking over the management of a
150-person onsite document creation and processing center. This engagement has
since expanded to include a separate 100-person offshore team that supports the
onsite team; together, these groups process high-profile and quick-turnaround
documents for the bank. OfficeTiger has also gone beyond document processing to
provide the bank with financial analysis, tactical development work, and high-end
studio design.
Service Offerings
Data analytics and research This service line targets repetitive tasks facing professionals such as bankers, lawyers,
consultants, and recruiters. It is based on an approach the company refers to as Search,
Synthesize, and Analyze. This service line includes the following discrete offerings:
• Financial Analytics
• Equity Research
• Credit Analytics
• Market Research
• Data Analytics
• Intellectual Property
Financial management This service line encompasses finance and accounting activities such as general
accounting, financial reporting and risk management, treasury and investment
management, transaction processing, tax management, and 401K and mutual fund
processing. Specific offerings within this service line are as follows:
• Retirement services
• Fund services
• General ledger
• Financial reporting
• NAV
• Reconciliation
Premedia This service line encompasses three subsegments: electronic prepress services (EPS),
enterprise document solutions (EDS), and creative services (CS). Through these three
subsegments, this service line provides the entire set of capabilities required in print and
publishing, from concept, design, and composition to prepress services and release to print.
The discrete offerings under each subsegment are as follows:
• Word processing
• Presentation services
• SEC compliance
• Composition/typesetting
• Publishing
• Studio design
Transaction processing This service line handles all aspects of content conversion, processing, tagging, and
publishing. Key offerings within this service line are as follows:
• Claims processing
• Litigation support
This section provides a sample of the BPO work OfficeTiger does with its clients.
These examples help to cull the key benefits and value proposition OfficeTiger
provides its clients. Client names are confidential; therefore, the case studies highlight
only the clients' industries.
Through its Premedia service line, OfficeTiger offers the bank the following services:
! Document conversion
OfficeTiger and the client started the engagement with a dedicated five-member client
team with one onsite workflow coordinator. Since then, the team has expanded to
21 members to support increased volumes. Additionally, the client has expanded the
scope of its engagement with OfficeTiger to include imaging and indexing of
confidential business documents as well as knowledge management services.
Overall, the client has integrated OfficeTiger into its operations so that OfficeTiger
functions as an extension of the client's administrative work processes.
! A scalable resource structure that enables the bank to meet peak demands at
incremental costs
Through its Financial Management service line, OfficeTiger provides the following
services to the bank:
OfficeTiger commenced operations in March 2002 with one analyst. The resources
have since expanded to a dedicated eight-member client team with both an onsite
and offshore presence. The team is a mix of intermediate and highly qualified
chartered accountants who track over 600 funds on a quarterly basis.
As part of its engagement with the client, the OfficeTiger team has done the following:
! Updated the client's Web-based reports in real time, as the reports were
completed
Through the outsourcing engagement, the bank has achieved up to 40% in cost
savings. In addition, the engagement has helped improve turnaround time and
enabled the bank to provide bankers with timely periodic customized portfolio reports
that in turn facilitate the portfolio management process.
! Identifying a market need at a time when it was critical and underserved by other
BPO providers
! Casting a wide net in the market first and then making the offerings more
targeted and incremental as market acceptance increased
Six years after its founding, OfficeTiger has built good traction and proven its value
proposition to the market. Today the company offers a wide and impressive array of
services addressing the support requirements of a diverse set of strategic industry-
specific business processes. The company also scores well and continues to build on
many of the vendor selection criteria identified by prospective buyers, such as high
service quality, customized offerings meeting specific client needs, and investment in
specialized skills and employees with extensive industry experience.
As OfficeTiger works to expand its growth further, it will have to address the following
challenges:
! Sustaining the costs of a highly skilled workforce and ensuring quality and
service consistency as the workforce expands to meet growing demand
! Maintaining the market traction it has established as IT service providers that are
aggressively pursuing BPO overall start to make their presence felt in this market
segment
! Establishing the brand visibility that is needed to stand apart from other providers
as the market attracts new entrants
IDC expects this market to experience strong growth over 2005 and beyond. The
results experienced by early adopters will help to validate outsourcing's value
proposition and will drive further acceptance of BPO for these industry-specific
processes. Yet, further acceptance will also attract new players into this market,
specifically the IT service providers with broad offerings, as well as other niche
industry-specific BPO vendors. Brand analyses already show large IT service
providers commanding strong brand perception in this market where most do not
have dedicated offerings at the current time.
Although OfficeTiger's current strategy of building partnerships with clients and going
deeper into clients' value chains is on the right track, the company would also do well
to forge partnerships not just with industry groups but also with some of the IT service
providers with broad offerings. IT service providers are not likely to build these
solutions from scratch, but they are likely to look for viable partners or acquisition
targets. In addition to pursuing new client acquisitions and expanding the current
client base, OfficeTiger must also focus on positioning itself to be favorably
considered by IT service providers for partnerships and alliances.
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