talenthub 2.0 sample

1

Hello my name is Petar Angelov. I work as technical support

specialist at Sofica Group.

I apply to the program because this is a good opportunity to share my

personal Ideas and contribute to the company. Sofica Group has

given me job and the work environment, which I enjoy every day, so I

can go to work with positive attitude. I feel like it is my duty, to help

the company to the best of my abilities, if there is a possibility.

S e l f I n t r o d u c t i o n

Try not to become a man of success.

Rather become a man of value.

Albert Einstein

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Section : The Presentation

About the “TalentHub 2.0” Presentation

Idea for process optimization.

01Section :

What are the Goals

The main purpouse and

objectives..

Section

Number One

3

CONTENTS OVERVIEW

03Section :

Determining Challenges

Future threads and risks.

Section

Number Three

02Section : Buisiness Sector Analysis

Examining company vision and

market state.

Section

Number Two

04Section : Developing StrategySection

Number FourSummation of lore

4

CONTENTS OVERVIEW

06Section :

Estimating Coast

Callculating the resources.

Section

Number Nine

05Section :Development of end Solution

Finding a way to deal with risks.

Section

Number Eight

07Section :Establishing Plan

Time lines, trials and

commissioning

Section

Number Ten

5

REVIEW OF PRESENTATION

By Petar Angelov

T a l e n t H U B 2 . 0

WHAT ARE THE GOALS

01 Section

Number One

7

WHAT ARE THE GOALS

T H E O B J E C T I V E S

The purpouse of the presentation is to give detailed and thural

consideration on each of the five main points. The end goal will be

introducing idea that will optimise the working process ,bassed on the

conclusion on each section of the presentation..

Overall the final result will revial hypothetical means ,that will

provide the company significant competiteve advanatages such as:

Decrease the Abandonment Rate

Decrease the ASA (Average Speed to Answer).

Icrease the TSF (Time Service Factor).

Icrease FCR (First-Call Resolution).

Decrease TAT (Turn-Around Time).

Why should the process be changed

Will be reviewed in section 2.

Steps to implement the change

Will be reviewed in section 3, section 4 and section

5,

Necessary resources


Timelines


Measurable result


Please take note ,that all the conclusions, analysis and researchs

are based on the Sofica Group Mtel Megalan Campaign

1

2

3

4

5

ANALYSIS OF BUSINESSSECTOR

02 Section

Number One

9

20%

15.5

%

39%

Forecast Global Outsourcing Market by geography: Growth Trajectory

The Global Outsoursing Market Size in US$ bilion 2012-2017

Asia Pacific outsourcing summit 2013 October 21-24 Nusajaya-Iskandar, Malaysia Source: ValueNotes Research, Gartner, KPMG & HFS

30

150

88

190

38

207

150

245

0

50

100

150

200

250

300

RoW Europe Asia-Pacific North America

2012 2017

ANALYSIS OF BUSINESS SECTOR

10

Infrastructure

Management

ITO by

service area

61%17%

14%

8%

BPO by

service area

1

Application

Development

IT Professional

Services

Other IT Services

2

3

4

1

2

3

4

CRM

Human Resource

Finance & Accounting

Industry Specific /

Others

Forecast Global Market : Share size by service areaThe Global BPO & ITO Market ShareSize 2017 in %


48%

20%

17%

15%

Asia Pacific outsourcing summit 2013 October 21-24 Nusajaya-Iskandar, Malaysia Source: ValueNotes Research, Gartner, KPMG & HFS

11


Forecast BPO Market : Growth/TrajectoryThe Global BPO Market Size 2004-2019

25

35.3

45.3

59.9

79.7

106.7

0

20

40

60

80

100

120

2004 2006-2007 2010-2011 20014-2015 2016-2017 2019

Revenue in US$ bilion1

2

3

CAGR % growt rate

Global BPO analysis includes HRO, F&A, PO, analytics, other horizontals(such as SCM and marketing etc.), and vertical-specific BPO (such as

insurance, banking, financial services, and healtcare, etc.). Contact center operators are exluded. Source:

Everest Group

12-14% 8-10% 9-11% 10-11%

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Forecast Global BPO and IT Services Market: Growth/TrajectoryGlobal BPO and IT Services Market size 2012-2019 by sector in US$ billion

Outsourcing is Dead, Long Live Outsourcing! An HfS & KPMG Webinar, June 26, 2013 Source: HfS Research

13

3



Forecast Global BPO and IT Services Market: Growth/TrajectoryGlobal BPO and IT Services Market size 2012-2017 by region in US$ billion + CAGR

14


Global Business Process Outsourcing M&A update Autumn 2014 Source: HfS Research, 2013; KellyOCG – 6 Key Trends in Outsourcing

Forecast Global Market size by segment: CAGR/TrajectoryGlobal Market size 2012-2017 in US$ billion + CAGR

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Analysis of business sector: Conclusion

Based on the data, gathered from various researches ,made by

companies such as: HFS, KellyOCG, Everest Group, ValueNotes,

Gartner and KPMG a well know experts in their area of business, we

can safely assume, that in the coming years the market will expand.

New clients and markets will emerge ,so each outsourcing company will

compete to take over. In simple words, everyone will think how to beat

the competition. If a company dosn‘t adjust to those changes and can‘t

manage to deal with the competition, it will face the risk of not only

access denial to the new markets, but also lose it‘s current clients.

Change is adaptation. Adaptation is

improvement. Improvement is efficiency.

Change is not a matter of why or should.It is a necessity

DETERMINING CHALLENGES

03 Section

Number One

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Market DynamicsIT Outsourcing to China Increases Despite Drawbacks

Market Insights™ | Everest Group link to Article by Stephanie Overby Dec 6, 2011 7:00 AM PT Source: www.cio.com

Never mind China's higher IT outsourcing costs than competing countries, poor English skills and lack of

scale. A new report predicts that China's multi-billion dollar offshore outsourcing market will grow 25 percent

over the next three years as international IT leaders tap the country for domestic and regional support..

When it comes to information technology and business process outsourcing, China has been on a tear.

Global services exports from China nearly tripled, from $1.2 billion in 2007 to $3.5 billion in 2010, with IT

services accounting for 65 percent of the total, according to a report released this month by outsourcing

consultancy and analyst firm Everest Group. That, says Everest's analysts, officially makes China a mature

market for offshore IT outsourcing. And the growth is expected to continue: Everest predicts that China will

rake in nearly $10 billion by 2015 and remain a viable option for IT leaders seeking to cut labor costs for the

next 13 years. According to Everest's offshore locations survey conducted earlier this year, China now ranks

third in attractiveness to IT buyers behind India and the Philippines..

But China has a markedly different value proposition for IT leaders than its two biggest rivals. While an

American CIO might go to India or the Philippines to support U.S. operations at lower costs, the reasons for

engaging a service provider in China are more complex. "Except for modest risk diversification beyond India

and the Philippines," China does not offer a clear advantage, the Everest report states. Rather, CIOs

leverage outsourcers in China to serve their regional businesses in Japan, Hong Kong or Korea, or to

support their growing Chinese operations designed tap into the domestic market. The choice to outsource to

China is not one made in isolation, says H. Karthik, vice president of global sourcing for Everest. "The China

decision needs to be viewed in context of the global strategy," he says. Consider the drawbacks to

outsourcing to China: The country can be 30 to 45 percent more expensive than India or the Philippines for

IT and business process services. Quality English skills, even in large cities like Shaghai and Beijing, are

lacking. And the typical size for a global delivery center is 400 to 600 full-time employees; only a few global

companies set up operations of 1,000 workers or more. The upside is that China produced 5.8 million

graduates in 2010—more than half of them in engineering and management disciplines, according to

Everest. The country's market growth has been propelled by strong government initiatives and incentives

and the investment of multi-national IT service providers like U.S.-based Accenture and IBM and India's

Wipro and Tata Consultancy Services. In the last year, more than 15 delivery centers were established or

expanded, according to Everest. And U.S. companies, including Chevron, Marriott and Bank of America

have set up captive service centers in China. While expensive relative to offshore rivals, operating costs in

China's biggest metropolitan areas are still 60 to 70 percent cheaper than major U.S. cities, such as Dallas,

Texas, says Everest. And the country now has more than 20 cities offering IT and business process

services, with customer interest growing in often lower-cost, tier-two cities such as Dalian, Guangzhou and

Chengdu. The Everest report offers an updated snapshot of China's strengths in the IT service market: in

the next slide

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L a b o r P o o l

5.8 million annual graduates in 2010 in China, fueled by

government investment in education.

O p e r a t i n g C o s t

A r b i t r a g eTier-one cities (e.g., Beijing and Shanghai) 60 to 70

percent cheaper than U.S., 50 to 60 percent cheaper than

Tokyo or Singapore.

Tier-two cities are another 5 to 10 percent cheaper than

tier-one cities.

A s i a n L a n g u a g e

S u p p o r t

Geographic proximity, as well as cultural and linguistic

similarities with Japan and Korea.

Large pool with Asian language skills (870,000 Japanese

learners in China; two million Koreans living in China).

Access to other Asian languages such as Thai and

Bahasa Indonesia.

D o m e s t i c M a r k e t

O p p o r t u n i t yGlobal companies expanding their businesses in China

require local service delivery.

Increased outsourcing by domestic enterprises.

O p e r a t i n g

E n v i r o n m e n tInfrastructure investments in power, transportation and

high-speed broadband network in outsourcing cities.

G o v e r n m e n t s u p p o r t

Significant investments in education and incentives to

develop the services industry.

National level initiatives bolstered by provincial and city

government incentives.

1

2

3

4

5

6

Market Insights™ | Everest Group link to Article by Stephanie Overby Dec 6, 2011 7:00 AM PT Source: www.cio.com

19


Market DynamicsSource: http://www.thehindubusinessline.com/

India has lost about 10 per cent

share of the global BPO market in

the last five years to destinations

such as China, the Philippines and

Brazil, raising concerns for the $20-

billion Indian BPO industry.

“According to Nasscom, in the

last five years, India has lost

about 10 per cent market

share to the rest of the world in

the world BPO space, most of

which is in the voice contract

segment,” it said.

The Survey, tabled by Finance

Minister P. Chidambaram said: In

terms of competition, though China

faces challenges such as language

proficiency, it is making large

investments in the mission mode to

increase English proficiency. “Thus,

(China) may eventually emerge as

a threat to India,” it added.

The Philippines, which is the

second largest destination for

outsourcing, is also a serious

competitor having developed

both the hardware and software

segments of IT.

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Source: 2014 Tholons Top 100 Outsourcing Destinations: Regional Overview

Moving to the South American region, Uruguay‟s software and IT chamber Cuti (Cámara Uruguaya de

Tecnologías de la Información), expects the continued growth of its local IT industry – aiming for US$1

billion in annual IT exports by 2020. Benefits such as 100% tax exemption for up to 25 years as well as free

trade zones with exemptions from most operating-derived taxes support this positive outlook. The country

currently estimates 16,000 people to be working directly in the IT industry. Uruguay‟s domestic IT revenues

were estimated at US$484 million in 2011, up 24% from 2010. Meanwhile, the BPO sector generated

revenue of US$150 million in 2012 – expected to exceed US$350 million by 2020.4 Two particular nations in

the region remain saddled with pressing and persistent internal concerns, namely the key regional services

outsourcing markets of Brazil and Argentina. Brazil continues to face domestic labor issues which have

brought about volatility and restless labor unions, which have been persistent in demanding an increase on

national wages. Labor force 4 Global Delivery Report, Uruguay Bullish on IT Prospects, 2013 7 of 15 ©

2014 Tholons unrest has been increasing and has the propensity to erode Brazil‟s macroeconomic gains of

recent years. Likewise, Argentina continues to mire in economic turmoil that has hindered its domestic

economy. The Argentine government and third party analysts continue to report contrasting figures on rising

inflation rates. These conflicting rates introduce an element of uncertainty for services providers especially

in terms of cost projections and business environment stability, both extremely vital facets when establishing

and managing delivery centers. According to Tholons Analyst, Darnel Diaz, “Lingering economic issues and

civil unrest must be addressed by government if Argentina is to reinvigorate its services outsourcing

industry. Long term viability of the industry will continue to be challenged for as long as these debilitating

domestic conditions persist.” For this year, the Tholons Top 100 rankings reveal the fast emerging and

developed markets in the Americas region including cities from Guatemala, Peru, Colombia, Uruguay, and

Costa Rica. Costa Rica is expected to continue leading the region, particular for higher value services (ITO,

KPO), and despite the ongoing macro-economic concerns facing the country such as inflation and the

continuing appreciation of the Colon against the US dollar. There is also be tangible and realistic

opportunities for the processing of outsourced services in more stable locations such as Colombia, Uruguay,

Peru, Nicaragua, and Guatemala. According to Tholons President for Latin America, Mario Tucci, “While

Latin America shows 23 cities this year, many of these locations often have smaller talent pools compared

to other larger regions. Thus, the near-term goal for Latin America should be to focus on smaller, more

concentrated specialized offerings, working in conjunction with other vendors on a global model. On the

service provider side, it‟s an opportune time for companies looking for new locations in Latin America, in

particular, those looking to establish for in-house delivery centers. We expect increased interest in Latin

America from these service providers, especially those providers from North America and India who are

looking at expanding their global delivery platform models, as well as locators looking to relocate existing

operations from the other, unstable deliver locations in the region. To capitalize on this opportunity,

governments and supporting institutional bodies should ensure that supportive industry policies, fiscal

incentives, and legislation – geared specifically to developing local IT-BPO sectors – are clearly established.

The implementation of this enabling environment, should then result in faster adoption and growth of

services outsourcing in the region, and will likewise, take better advantage of the Latin America‟s maturing

capabilities, especially now that the region has over 10 years of global service delivery experience.”

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2014 Tholons Top 100 Outsourcing Destinations: Regional Overview

Rank 2014 Movement form 2013 Country City Rank 2014 Movement form 2013 Country City

2 +1 Philippines Manila (NCR)1 0 India Bangalore

4 0 India Delhi

6 0 India Hyderabad

8 0 Philippines Cebu City

12 0 China Beijing

15 -1 China Shenzhen

18 +1 Malaysia Kuala Lampur

22 +1 Vietnam Honoi

25 +1 India Kolkata

33 +1 China Chengdu

38 +1 India Jaipur

55 -1 India Buhbaneswar

62 +5 China Xi‘an

68 -2 India Thiruvananthapuram

75 +1 Taiwan Taipei

83 +3 South Korea Seoul

85 -2 Thailand Bangkok

31 -2 India Coimbatore

67 +6 Malaysia Penang

3 -1 India Mumbai

5 0 India Chennai

7 0 India Pune

11 0 China Shanghai

14 +1 China Delian (Dairen)

17 -1 Vietnam Ho Chi Minh City

19 +1 Sri Lanka Colombo

23 +2 India Chandigarh

30 +1 Singapore Singapore

37 -2 China Guangzhou (Canton)

45 +1 China Tianjin

58 +3 Indonesia Jakarta

63 +6 India Ahmedabad

69 +1 Philippines Davao City

82 +2 Phillipines Santa Rosa, Laguna

84 +3 Australia Perth

93 +1 Philippines Baclod City99 0 Philippines Baguio City

13 0 Costa Ricka San Jose20 -2 Brazil Sao Paulo24 -3 Chilie Santiago27 0 Brazil Curitiba28 -4 Argentina Buenos Aries36 +1 Uruguay Montevideo39 -1 Brazil Rio De Janeiro48 +1 Columbia Bogota49 -6 Brazil Brasillia51 +2 Colombia Medellin57 +6 Peru Lima71 -12 Perto Rico San Juan73 -2 Argentina Cordoba77 +3 Colombia Bucaramanga80 -2 Brazil Recifa86 -1 Chilie Valparaíso87 +8 Nicaragua Managua88 +3 Brazil Campinas92 +4 Guatemala Guatemala City94 -4 Paraguay Asunción98 0 Colombia Cali

The situation in europe is quite dynamic as well. Kyiv Ukraine has moved five positions up from 2013 and now

its listed asnumber 50 and Sofia Bulgaria has moved down 2 postions and its listed as number 52. Romania

Bucharest has moved 4 postions up as well and it is listed as number 40. However, the Eastern European

region is not devoid of ecosystem risks. Intellectual Property (IP) and Data Privacy laws and enforcement

remain as significant risk considerations when viewing Eastern Europe. Many Western service buyers,

especially those in the ITO and KPO (FAO) spaces, will remain hesitant to process end-user data in countries

with glaring inadequacies in terms of protecting IP and data privacy laws. Russia and several other Eastern

locations for example, remain as notorious global locations for software piracy, illegal sales of financial and

user data, and a host of other IP and data privacy risk and violations.


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U.S. firms looking for higher-value capability from OutsourcingQ. How important are the following business DRIVERS behind your company's IT outsourcing and BPO decision

making in today's business environment? (Mission-critical only)


40%

32%30% 31%

26%

15%

21%

13%

7%

11% 11%

41%

37%

32%

35% 36%

32%

23% 24%26%

24%

17%

29%

46%

54%

18%

38% 38%

15%

8%

15%

8%

25%

0%

10%

20%

30%

40%

50%

60%

Reduce Operating Coast Greater Felxibility toscale operations

Standardize processes Meet Complianceregulatory requirements

More effective operationsat a global level

Transform / re-engineerprocesses

Gain access to talent Gain access to newtechnology

Improve analyticalcapabilities

Proven mature offeringfrom service providers

Force change in to ourbuissnes operations

Europe North America Asia Pacific


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High-end enterprises focused on cost, mid-market focused on provider solutions

Q. How important are the following business DRIVERS behind your company's IT outsourcing and BPO decision

making in today's business environment? (Mission-critical only)


54%

42%

38% 38%

34%

28%

23% 22% 22%

18%20%

32%

41%

33%

28%

33%

29%27% 26%

19%

27%

16%

0%

10%

20%

30%

40%

50%

60%

Reduce OperatingCosts

Greater Felxibility toscale operations

More effectiveoperations at a global

level

Standardize processes Meet Complianceregulatory

requirements

Transform / re-engineerprocesses

Gain access to talent Gain access to newtechnology

Improve analyticalcapabilities

Proven mature offeringfrom service providers

Force change in to ourbuissnes operations

High-end Enterprises($5bn+)

Mid-Market Enterprises($1bn-$5bn)


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25

DETERMINING CHALLENGES: Conclusion

From the data of this section we can conclude that the

global leaders in the outsourcing industry are in Asia

and South America. We can see that in very short

amount in time the world leader India lost market

shares to China. Brazil the South American leader lost

position in the local market to other smaller countries

from the region.

Due the benefiting factors China is growing rapidly new

market shares and it will continue to improve their service

capabilities. Very soon we can expect India will respond to

the new threat by significantly improving both services price

and capabilities as well and Brazil which suffered from

similar scenario.

1 2

G o v e r n m e n t s u p p o r t

O p e r a t i n g E n v i r o n m e n t

O p e r a t i n g C o s t

A r b i t r a g e

The company have to keepan eyeon

theirglobal leaders and find a way to offer

more capable services on a

Lower Prices

DEVELOPING STRATEGY

04 Section

Number One

27

The STRATEGY

Reduce operating coast

Increase work capabilities

Standardize process

Improven analytical capabilities

Our strategyCreating an unified standard

forms and procedures

Taking advantage by using

the latest technologies

available will increase our

capabilities to gather

information

Finding a way to reduce time

to execute tasks and

motivate work

We need to respond to the

competitors lower service

prices by improving and

optimising our production

expenses

Find Those are the key components that

we should focus on in order to be able

to respond to the changes in the sector

and stay ahead of our competitors.

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