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Detailed Agenda: Pag 4
How quickly can you innovate?
The real question at the
heart o the business
transormation debate is
not how much money or
resources you spend on coming up
with new products or ideas - but howquickly can you innovate around your
innovation process. Business leaders
today are under incredible pressure to
perorm against the backdrop o un-
certain markets, changing patterns o
customer behaviour as well as disrup-
tive technologies. Frankly that calls or
an entirely new type o enterprise - one
that is exible, adaptable, and natural born or the 21st
century.
Big DataIts easy to get seduced by the idea o Big Data. Data
alone - well, thats dull conversation are. But throw
in some hype, an adjective and a little capitalization,
and you have this years big strategic topic. All that
aside, there is one thing about this debate that makes
it more important than the usual industry ad. Big
Data is about Big Business, not just high tech startups.
Traditional companies are hoping that by leveraging
massive data sets and real time prediction models -
that they can start making realtime decisions just like
a Facebook, Google or an Amazon.
Social MediaFrom Mexico to Brazil-social media use in Latin
America has exploded-but what is really behind the
propensity o users in these countries to embrace
1 Inauguration & Social Innovation Honors2 Session I: Spotlight Kot-Imagirig: Sdig th fld o th Futur!3 Session II: Ralit Chck-Is Idia surig rom tall ambitio & dwar
xcutio?4 Session III: Powr Discussio-Ido-US tis: Ovrsold or dfig rlatioship
o th 21st ctur!5 Session V: I covrsatio Cross Bordr Ladrship: Mauvrig ragil
dircs!6 Session VII: Lgd i Covrsatio-Rivtio o Sl: Th Ral Comback!7 Global Ladrship Awards ight
Watch ot for
"The NASSCOM India Leadership
Form in 2013 will ocs on hardcore
discssions on the immediate tre,re-invention o bsiness models, and
newer orms o technology that have
reshaped traditional bsiness"
Sangeeta GuptaSr Vic Prsidt
"In 2013, NASSCOM has broght
together over 1500 delegates, 30
contries, and more than 150 speaersnder one roo to debate on one theme:
Imagineering the Ftre: Disrptive
Innovation or Sensible Growth. We
loo orward to intensive discssions
with varios bsiness leaders."
Ameet NivsarkarVic Prsidt
Global Trad
Dvlopmt
social platorms? One o the most interesting things
about looking at the rise o digital platorms in emerg-
ing markets are the intersections between disruptive
technologies and local ethnography.
TechnologyUnderstanding the uture o technology used to be asimple science. You kept an eye on scientifc journals,
visited the odd corporate R&D lab, and kept a close
watch on the price/perormance curves that indicated
the alling price o computation. These days, unortu-
nately, the greatest source o disruptive innovation oten
comes rom consumers themselves - which is why some
o the worlds largest companies are investing in special-
ist research divisions run by savvy anthropologists.
Read more at www.mike-walsh.com
"We are looing orward to hosting
the 21st edition o the NASSCOM
India Leadership Form, where, lieevery year, thoght leaders rom
across dierent wals o lie will share
valable insights and renewed prsits."
Som MittalPrsidt
NILF 2013
I Associatio with
NEWSLETTERDAy-1
Prsts
FeBRUARy 13-15, GRAnD HyATT, MUMBAI
1 | DATAQUeST @ nILF / FeBRUARy-13-15, 2013 www.dqidia.com
Mike Walsh, Futurist & Author, Keynote Speaker at NILF 2013
nasscom ladrsshar thir thoughts
Mike Walsh should be delivering his keynote at 10.30 amat the Grand Ball room.
Mike is reputed to engage his audience with a blend o frsthand stories, global case studies and cutting edge researchinto consumer and technology trends.
The Business of Infotech
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Ed NairTh author is editor o Dataqust & Global Srvics
Encouraging OutlookEditor's Note
The world economy does not seem to be
in any better shape than beore. The can-
vas is made up o large patches o bad
news with occasional spots o good tid-
ings. The global services industry continues to chug
along; there is no cause or any permanent gloom
on the horizon even i the sun is not shining so
brightly.
The 4Q2012 TPI Index identifes three short-term
trends:
n In the US, the adoption o large deals has ex-
panded to include companies that are ranked Global
200 to Global 500. Between 2010 and 2012, the share
o large deals in this segment increased by 32 percent.
n Emerging markets are driving sourcing annual
contract values (ACV). Since 2007, Latin America and
Mexico has seen a 150% increase in ACV, while India
and China has seen an increase o 100%.
n The BPO industry has grown by 60% in terms o
ACV in the last two years with growth coming in rom
industry-specifc solutions.Interestingly, all the three short-term trends are
irreversible and hold great growth potential. Further,
these will play out over the next ew years and there-
ore they are not necessarily short term trends.
The sourcing industry is moving into a phase o
rapid change and growing uncertainty. Technologies
such as cloud, big data, analytics, social media, mo-
bile are creating massive disruptions. Add to that the
emergence o multiple sourcing models, service deliv-
ery models, and engagement models. These amount
to signifcant change in the risk landscape that orces
a rethink o governance models, risk management
mechanisms, perormance management, and vendor
relationship management.
We see a change in three areas. The frst one is
about managing technology-driven disruptions. The
second one deals with managing sourcing relation-
ships in a ar more scientifc and evolved manner. The
third is about getting the right mix o sourcing- in-
sourcing, outsourcing, various orms o oshoring-
and continually optimizing the mix to extract value.
Sourcing leadership depends on how organizations
master these axes o change, how these new levers ovalue are managed.
OuTLOOk
Nasscom has released the Strategic Review
2013, its annual report on the IT-BPM
sector. Som Mittal, Nasscom Chairman,
outlined a positive outlook with exports
growth rate o 12-14% and domestic market growth
Nasscom Predicts Positive Outlookfor IT-BPM Industry in FY 2014,
Run-rate of $12-$15B Annually
o 13-15% in FY 2014. These growth rates translate to
a run-rate o $12-$15B annually.
In FY 2013, exports reached $75.8B and the do-
mestic industry clocked Rs. 1047B. Around 188,000
jobs were added during the year which takes the direct
employment by the sector to
3 million. The sectors impact
on India has been signifcant:
it accounts or 8% o GDP
representing growth thrice
over and exports contribution
o 24% representing growth o
fve times over in the past 10
years.
India now holds 52% share
o the global sourcing market
which itsel grew 9%, out-
stripping growth in IT-BPM
spends. During the year, IT
services crossed the $50B markand BPM and Engineering
R&D with each at $20B.
N.Chandrasekaran, Chair-
man, Nasscom, outlined the
Project Team
ed nair, Editor
Satish Gupta, Head Sales & Marketing
Shrikat G, Associate Editor
Smita Vasudva, Operations Editor
Shilpa Shabhag, Sr Correspondent
Prra Sharma, Correspondent
Pramod S Rawat, Design and Laout
Natarajan Chandrasekaran
Chairma nASSCOMIT-BPM Industry resilient, growing, evolving
64.076.3
87.795.0
10.2
12.2
13.213.0
FY2010 FY2011 FY2012 FY2013E
Hardware Ser vices
100.9108
88.1
74.2
E: EstimateSource: NASSCOM
IT-BPM revenue break-up
USD billion
IT-BPM REVENUES
Growth figures reflect variable impact ofcurrency
Highest value add sector for India 60-70 percent
Exports mainstay of the industry - >70 per cent
Indian IT-BPM exports osets 50% of Indias oilimports
IT services today is a USD 50+ billion dollarindustry
BPM is a USD 20 billion segment
ER&D and products segment closing in on theUSD 20 billion mark too
H/W Growthin INR= 8.5%
our key growth drivers to be:
n Customers continue to seek efciencies through
transormation o operations
n IT is shiting rom traditional process automa-
tion to strategic BI, collaboration, and customer-ac-
ing technologies.
n Rate o adoption o disruptive technologies (so-
cial, mobile, analytics, cloud) would intensiy. Spendsover $1T is expected by 2020. This has implications
or services, products, and platorms.
n Apart rom mature verticals, the next big spend-
ers would be APAC, SMB, and domestic market.
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Tm 14.30 - 15.30 hrs
SeSSion iV Custmr's Tak
Thm Co-creation: Has vale srpassed cost as the deal clincher?
Vu Grand Ballroom I, II, III
Dscussats
Adriana karabotis, CIO, Dell, Arna Jayanti, CEO, Capgemini
India, Jacob Lamm, Exective VP Strategy & Corporate
Development, CA Technologies, Roger Grnani, Exective VP &
CIO, Verizon Commnications
Mdratr Chris Andrews, Principal Analyst & Research Director, Forrester
Tm 14.30 15.30 hrs
Thm: Analyzing Japan Conndrm: Is there an IT maret
Gust SpakrNobhio Hidaa, President, Gartner Japan, Taeshi Yagi,
Ambassador o Japan to India
Hst Som Mittal, President , NASSCOM
Tm 15.30 16.15 hrs
SeSSion V i cvrsat
Thm Cross Border Leadership: Manevering ragile dierences!
Vu Grand Ballroom I, II, III
SpakrR Gopalarishnan, Exective Director, TATA Sons Ltd, Vineet
Nayar, Chairman & Jt MD, HCL Technologies Ltd
Mdratr Shereen Bhan, Delhi Bsiness Chie & Exective Editor, CNBC
Tm 16.00 17.00 hrs
ThmVendor consolidation & strategic partnerships-throgh the cstomers
eyes Chris Andrews, Principal Analyst & Research Director, Forrester
Tm 16.15 16.45 hrs Tea/Coee
Tm 16.45 17.30 hrsSeSSion Vi emtal tllgc & bttml
Thm Connecting excels and nerve cells in Leaders!
Vu Grand Ballroom I, II, III
Spakr Dr Travis Bradberry, Emotional Intelligence Expert & Athor
Tm 17.00 18.00 hrs
Thm Close Door session with Honble Minister Pallam Raj
Vu Board Room 1
Tm 16.30 - 17.30 hrs
Thm Maveric Mogls: The story o Entrepreners Extraordinaire
Pal
Deep kalra, Fonder and CEO, Maemytrip.com Dhiraj C Rajaram,
Fonder, Chie Exective Ocer & Chairman, M Sigma Sachin
Bansal, CEO, fipart
Mdratr Raman Roy, Chairman & MD, Qatrro
Vu Grand Salon
Tm 17.30 -18.30 hrs Networing Brea
Tm 18.30 - 19.00 hrs
SeSSion Vii Lgds cvrsat
Thm Reinvention o Sel: The Real Comebac!
Vu Grand Ballroom I, II, III
SpakrVir Sanghvi in conversation with Living Legend Amitabh Bachchan
(adience to be seated by 1815 hrs)
Tm 19.00 hrs onwardsThm NASSCOM Global Leadership Awards sponsored by Capgemini
Vu Exhibition Gronds, Grand Hyatt
Chf GustM M Pallam Raj, Honble union Minister or HRD
Followed by Coctails & Dinner
Tm 08.30 - 09.30 hrs
Thm Otside In: Cstomer centricity
Spakr
Steve Towers, Bsiness Process & Perormance Expert(Pre
registration reqired)
Vu Grand Salon
Tm 0930 1030 hrs
Thm Inagration & Social Innovation Honors
Vu Grand Ballroom I, II, III
Spakrs
Anand Sharma, Honble union Minister o Commerce and Indstry,
Prithviraj Chavan, Honble Chie Minister o Maharashtra, Natarajan
Chandrasearan, Chairman, NASSCOM, krishnamar Natarajan,Vice Chairman, NASSCOM, Som Mittal, President, NASSCOM
Tm 10.30 11.15 hrs
SeSSion i Sptlght Kyt
Thm Imagineering: Seeding the eld o the Ftre!
Vu Grand Ballroom I, II, III
Spakr Mie Walsh, Ftrist & Athor
Tm 11.15 11.45 hrs Tea / Coee brea
Tm 11.45 - 12.45 hrs
SeSSion ii: Ralty Chck
Thm Is India sering rom tall ambition & dwar exection?
Vu: Grand Ballroom I, II, III
Dscussats
Janmejaya Sinha, Chairman - Asia Pacic, The Boston Conslting
Grop, Omar Abdllah, Honble Chie Minister o J&k, Sachin
Pilot, Honble Minister or Corporate, Aairs
MdratrSwaminathan S. Anlesaria Aiyar, Conslting Editor, The EconomicTimes
Tm 11.30 12.15 hrs
Thm In the Spotlight Greenshoots in the uS bsiness & economy
SpakrGanesh Natrajan, Vice Chairman & CEO, Zensar Technologies (Pre
registration reqired)
MdratrGanesh Natrajan, Vice Chairman & CEO, Zensar Technologies (Preregistration reqired)
Vu Grand Salon
Tm 12.45 - 13.30 hrs
SeSSion iii Pwr Dscuss
ThmIndo-uS ties: Oversold or dening relationship o the 21st
centry!
Vu Grand Ballroom I, II, III
SpakrJac Marell, Governor, Delaware uS, kanwal Sibal, FormerForeign Secretary, Govt o India
Mdratr Rajendra Pawar, Chairman & CoFonder, NIIT
Tm 13.00 14.00 hrs
Thm Hidden Opportnities in 2% Mandate
DscussatsSachin Pilot, Honble Minister or Corporate Aairs Som Mittal,President, NASSCOM
Vu Board Room 1
Tm 12.30 - 13.30 hrs
Thm: Leading MNCs in India: Does nationality matter?
SpakrGanesh S. Lashminarayanan President & Managing Director,
Dell India Jerey M. White, President India & SAARC CiscoMdratr Ravi Venatesan, Director, Inosys & AB Volvo
Tm 13.30 14.30 hrs Networing Lnch
Day 1,13 Feb
NILF AGENDA
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TECH-HuB
Opportunities Galore:
Manesar as the next IT/ITeS hub
It is necessary or s to move into
new areas. It is important as we
develop Manesar, we also help Grgaon
get better. It is important to carryGrgaon with s as we expand into
Manesar becase existing people woldbe the best proponent o Manesar.
Manesar cold be new model
o integrated township. It is a big
opportnity and a great location, it
expresses itsel on a belt which I
thin jst contine to grow
Som Mittal
Prsidt,
nASSCOM
An integrated business city built on the concept
o environmental integration with industrial
development. Manesar is where business,
liestyle, housing, healthcare and academia come to-
gether in perect agreement.
Initially developed as an Industrial Hub, Mane-
sar is now ast becoming an attractive destination or
other businesses specially IT/ITeS, R&D, Back-ofce
operations and related services.
Location & Connectivityn Ideally located on NH-8, about 45kms rom Delhi,
and 15 kms rom Gurgaon, 32kms rom Delhi Inter-
national Airport.n ITPO to shit India International Trade Fair to Manesar.
n The 25000 acres Reliance SEZ to come up near NH-8.
Inrastructuren Sector 8 is dedicated towards IT/ITeS inrastructure
and the property rental in Manesar is approximately
one-third that o rental in Gurgaon and inrastructure
is at par with any well planned city in the world.
n Robust civic inrastructure (roads, power, telecom,
water and sewerage).
n Facilities like Helipad, Fire Station, Skill Develop-
ment Center, Police Station, Shopping Malls, Health
Facilities, School Sites, Sites or Post Ofce/Banks,
Conerence Centre, Warehousing & Cargo Facilities
and HSIDC ofce complex housing or all industry
related government departments.
Indias First Business Eco-Cityn Japans Toshiba team undertook the project o build-
ing Manesar as First Eco City o India. This will be
unded by the Ministry o Economic Trade and Invest-
ment, Government o Japan .An Eco-city is defned
as a city in which citizens, business and government
sustainably work, live and interact through delivery o
integrated, low carbon products and services.
n The objective o this project is to build a new in-
dustrial community to maximise welare o the peo-
ple and minimise carbon emission and the above vi-
sion can be achieved by integrating technology across
water, waste, energy, transportation and saety inra-
structure while taking measures like maximum uti-
lisation o renewable resources or electricity supply,
minimum loss o natural resources and others.
Rising Japanese Interestsn One o the largest inrastructure projects in the
country-DMIC (Delhi Mumbai Industrial Corridor)
worth USD 90 Billion is coming up through fnan-
cial & technical aids rom Japan, covering an overall
length o 1483 KMs between the political capital and
the business capital o India, i.e. Delhi and Mumbai.
The vision or DMIC is to create strong economic base
in this band with globally competitive environmentand state-o-the-art inrastructure to activate local
commerce, enhance oreign investments, real-estate
investments and attain sustainable development.
Growth Corridorsn Apart rom DMIC, there are other major express-
ways or growth corridors surrounding Delhi NCR will
be passing through Manesar increasing the employee
catchment or Manesar as an IT/ITeS destination. Key
corridors are KMP (Kundli Manesar Palwal) ex-
pressway and KGP (Kundli-Ghaziabad-Palwal), each
135Km.. Though these greenfeld expressways were
planned to reduce congestion on Delhi roads, now these
two road networks are emerging as the biggest contrib-
utors to residential and commercial developments.
Anchor CompaniesnManesar has projects with oreign technical collab-
oration. Maruti Udyog Limited, Hero Honda, Modi
Alcatel, VXL India, Perftti India, Benetton, Energetic,
Hamdard, Optiex to name a ew.
nOver 800 MNCs have their ofces in Manesar.
nHCL leaders in IT technology have set up a dedicated
campus in Manesar with a workorce o 8200 people.
Civic AmenitiesComortable and environment- riendly liestyle is
supported by inrastructure acilities, civic values and
community development ideals.
Manesar is really a extension o
Grgaon and or me it is improving
the Grgaon ecosystem. I thin
there is vale proposition or large
companies which are there in
Grgaon to extend their operation in
those ecosystems.
Nitin Seth
MD ad coutr
had, Fidlit Idia
Residential
Industrial
Commercial
Public/Semi public
Transportation & CommunicationPublic Utilities
Open Spaces & Recreation
Rivers & Water Bodies
Natural Zone
28%
17%
3%2%
11%
1%
32%
1% 5%
Source:HSIIDCWell planned residential development Multi-speciality hospital (Rockland)
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Ioresee the BPO sectorto grow at a steady pace.The otsorcing repre-
sents one o the highest po-tential or Indias economicgrowth and I believe that itwill contine to grow rtherto become larger than the IT
Keshav R. Murugesh
Group CeO, WnS
BPM: What's next in global businessservices
Speaers @NILF 2013
bsiness itsel.BPO has changed signii-
cantly in natre rom the olddays when clients ased ven-dors to manage certain tassand deliver on SLAs.
Today, the natre o worperormed is very dierent,there is signiicant vale crea-tion and transormation beingdelivered, and Bsiness Proc-
ess Otsorcing companies,the higher vale providers lieWNS, are engaged in BsinessProcess Management wherean end to end process is de-livered across mltiple timezones and embellished withanalytics, decision spportsystems, technology plat-orms and non linear models.
understanding marettransitions and yorcompanys past achieve-
ments are never a garanteeor tre sccess; hence theneed to change bsiness mod-els and to constantly stretchorselves or sccess. The ca-
Jaime Valls
Prsidt Cisco Asia Pacifc,
Japa ad Gratr Chia
Market leaders dont do differentthings, they do things differently
pacity to captre innovationthrogh internal development,external advice or M&A is criti-cal, bt more importantly theability to drive change throghan organization reqires a verysolid, hman platorm. Yoneed to maximise the involve-ment o yor people, as mo-tivation and participation arecritical to maintaining the ma-
jority o people rom acqisi-tions or at least 3-5 years. Inthe words o mareting gr,Peter Drcer, Cltre eatsstrategy or breaast. At thecrrent speed o change inmany dierent marets, thisshold be a continos processand a normal way o lie in anycompanys cltre.
The new age of analyticsAnalytics callsor people whonderstand Psy-chology, and sta-tistics becaseit is not jst amatter o goingthrogh a web-site and pll-
ing eyword. Foranalyzing trends,the nowledgeo statistics isimportant. Thep s y c h o l o g i s twill nderstand
hman psychology bt he may not com-prehend the nisances o insrance, ban-ing, research and telecom. However, thedomain nderstanding is very critical. So,i yo are looing at analyzing consmerprodct than yo need to nderstand thedynamics o consmer prodct indstry.
Ths, what is reqired is a combination oPsychology, domain and statistics. How-ever, it is not easy to have all o thesein one person. So yo will have mltiplepeople woring on the same project.
Analysis ot r a n s a c -tional andother dataprovides cli-ents withact ionableinsight intotheir bsi-
ness opera-tions ore x a m p l e ,e n a b l i n gthem to im-prove wor-ing capital
management, claim ll discontsrom their providers or paid-within-terms invoice processing or improvecstomer acqisition, satisaction andretention. Conversely, analytics helpsoptimize clients payment terms andredce their roge spend that has
not passed throgh preerred sp-pliers. This means they can increasecontrol, redce ris, and captre ad-ditional vale that wold not haveotherwise been realized.
Rahul KanodiaVic chairma &
CeO, Datamatics
Global Srvics
Michael CorcoranGrowth ad
stratg lad, BPO,
Acctur
Traditional strength are the strengthsthey already have. In the last ew years,service providers have perected the arto otsorcing. They are very good athandling otsorcing, their processesare established and so they really nder-
stand the process. The act that they arenown helps them get wor rom the cli-ent. I also thin they have made a brandor themselves. Ths, they already havethe inroads to the clients.
Sundar Ramaswam
COO, AbsolutData Rsarch
& Aaltics
VIEW POINT
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At the start o 2012, the overall glo-bal otloo was catiosly optimis-tic, with the view that althogh the
matre economies o Western Erope and
North America were still strggling to re-gain their mojo, contining Asian and LatinAmerican growth wold lbricate a mch-anticipated rebond however, the IMFrecently re-lowered its projection or glo-bal growth in 2013 to jst 3.6% (assmingthe uS will avoid the scal cli)..
IT cstomers are demanding greaterpredictability and control as a more ris-averse perspective taes hold.
Jens ButlerPricipal Aalst, IT Srvics, Ovum
Delivery Will be Key inBuyers Eyes in 2013
As part o this evalation, IT gropsshold determine whether previosotsorcing decision criteria have
changed and whether spplier perorm-ance is meeting the standards anticipatedat contract signatre. The reslts o thisassessment will help determine whetherand how to tae action.Companies shold determine whethertheir previos decision criteria are still val-id i.e., whether the lens throgh whichthe otsorcing decision was made is stillappropriate given the evolving corporateobjectives. I yo were to reevalate a
bild verss by decision today, woldthe same weight be given to cost redc-tion, speed o standing p the operation, orretaining certain sill sets internally? .
Assessing Your IT OutsourcingFramework in the New Year
Christopher StacSior Associat, Pac Harmo
NelsonHall has just interviewed 480 organ-
izations globally across U.S., U.K., Conti-
nental Europe, and Asia Pacifc, as part o
an annual exercise carried out by Nelson-
Hall to establish the business issues and initiatives aced
by major organizations by sector and geography.
This includes assessing the relevance o outsourc-
ing to major organizations as part o their uture op-
erating models. Overall the current economic envi-
ronment has led to increased recognition o the role
o outsourcing, with 73% o organizations globally
now stating that BPO has high relevance within their
uture global operating models. These organizations
recognize that the current economic environment is
here or some years to come and that their operating
models need to be amended to adapt to this environ-
ment. This eect is particularly noticeable in Europe
where 46% o major organizations perceive that the
Eurozone crisis will lead to increased application o
BPO during 2013.
So how are organizations overall responding to the
current economic situation? Well since end 2008, Nel-sonHall research has tended to identiy the same three
major priorities induced by the ongoing economic slow-
down: the need to increase the efciency o organizations
mainstream business, the need to retain, and maximize
the potential o, their existing customer base, and a need
to enter new markets typically increasing the proportion
o revenues rom emerging country markets.
These priorities have now been overtaken in 2013 by
a new actor induced by economic uncertainty, namely
the need or improved business agility, now rated as
highly important by over three-quarters o organiza-
tions globally. So while organizations still expect a low-
growth economic environment, they currently have a
high level o uncertainty about what the uture holdsand are looking or the capability to respond quickly to
economic threats and the capability to take advantage
o new business opportunities immediately they arise.
Accordingly, the most important operational out-
comes that major organizations are seeking in 2013
are improved standardization o processes across
business units and geographies and enhanced organi-
zational agility. These are ollowed by the ongoing
need or revenue opportunity maximization rom the
existing client base and a continuing need to reduce
SG&A costs. On average, organizations report seeking
urther annual cost reductions o over 5% in SG&A
and 3% in core operations in 2013.
What does this mean or suppliers? Well frstly
process standardization is important with organiza-
tions increasingly willing to apply an element o proc-
ess standardization prior to BPO service roll-out.
However, any associated investment may well need
to be fnanced by suppliers. Commercially organiza-
tions are increasingly looking to implement increased
organizational agility by moving to usage based trans-
actional pricing models. Contrary to much market
hype, most major organizations, when they talk about
outcome-based pricing mean transaction based pric-
ing rather than gainsharing based on changes in busi-
ness model. Transaction- or usage-based pricing will
be an important shit in commercial model in 2013.
John Willmott
CeO, nlsoHall
The BPO and OutsourcingOutlook in 2013
Cstomer service contines to transorm and its the end con-smers who are driving this transormation. Todays cstom-ers want to get served in the medim o their choice not lim-ited to voice based interactions only. More than 60% indicatethey wold se Email, Web and Social media over the nextyear. The 5 major trends that we are seeing in cstomer ex-pectations are as ollows:
nAnytime, anywhere, any-channel accessnMore personalized experiencenLess waiting and more ecient withot repeating inonFaster resoltion and handled by the right personThe otloo or the next 3 to 5 years in terms o enablers
or tre o cstomer experience is going to be abot the right media at the righttime, preserving context o every interaction, enterterprise wide engagement andgaining actionable insights on the cstomer experience reqirements. In the end thiscstomer experience will drive brand and cstomer liecycle vale.
Rajeev Mittal
Maagig Dirctor
Idia & SAARC
Avaa
Customer Experience Management 2.0
ExPERTS SPEAk
Source: www.globalservicesmedia.com
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