top legacy migration ito vendors

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Top Legacy Migration ITO Vendors Published 03/2010

The Black Book of Outsourcing. This report is a licensed product and is not to be photocopied Page 1

THE BLACK BOOK OF OUTSOURCING 2009 SURVEY

Top Legacy Migration ITO Vendors

Publication Date: March 2010


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Table of Contents



TABLE OF CONTENTS

INTRODUCTION 5Legacy migration outsourcing 5

SUMMARY 8Survey overview 8Key findings 8

BLACK BOOK METHODOLOGY 9How the data sets are collected 9Understanding the statistical confidence of Black Book data 9Who participates in the Black Book ranking process 10Legacy migration ITO vendor rankings and results, 2009 10

PREDICTED LEGACY MIGRATION ITO GROWTH THROUGH 201012 11TOP 20 LEGACY MIGRATION ITO VENDORS 12

NDIVIDUAL KEY PERFORMANCE 16APPENDIX 35

Orbys consulting 35Disclaimer 35


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Table of Contents



TABLE OF FIGURES

Figure 1: Key to raw scores 13Figure 2: Color-coded stop light dashboard scoring key 13Figure 3: Raw score compilation and scale of reference 14Figure 4: Scoring key 15


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Table of Contents



TABLE OF TABLES

Table 1: How useful are your companys existing systems in helping you reach your strategicgoals? 6

Table 2: If you are currently migrating or planning to migrate any of your current systems in thenext year, what are the main reasons? 7

Table 3: What are your top outsourced technology priorities for 2011? 7Table 4: Highest anticipated growth industries for outsourced legacy migration outsourcing

initiatives in the mid-market space 11Table 5: Top 20 ITO vendors 12Table 6: ITO vendors - raw scores 2009 16Table 7: Vendor overall preference/vertical industry recommendations 17Table 8: Innovation 18Table 9: Training 19Table 10: Client relationships and cultural fit 20Table 11: Trust 21Table 12: Breadth of offerings, client types, delivery excellence 22Table 13: Deployment and outsourcing implementation 23Table 14:

Customization 24

Table 15: Integration and interfaces 25Table 16: Scalability, client adaptability, flexible pricing 26Table 17: Compensation and employee performance 27Table 18: Reliability 28Table 19: Brand image and marketing communications 29Table 20: Marginal value adds 30Table 21: Viability 31Table 22: Data security and backup services 32Table 23: Support and customer care 33Table 24: Best of breed technology and process improvement 34


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Introduction



INTRODUCTION

Each year, the Brown-Wilson Group and Black Book Research undertake an annual survey into organizations' satisfaction

with their outsourcing service providers.

This research is recognized as the most extensive and representative perception study of outsourcing vendors, validated

by over 26,000 respondents from service users around the globe.

Over 140 functions and sectors are investigated to determine best fit vendors with industry specifications.

Of these, the IT industry is ultimately the most complex in terms of needs, client essentials, data demands, regulation,

legislation, revenue models, market sizes, geographies, core and non-care functions, and outsourcing niche vendors.

The marketplace results of this comprehensive research study are used by:

Current ITO clients, to compare other users experiences with similar and competitive industry vendors in the

midmarket space.

Prospective outsourcing clients, to long-list vendors in the request for information (RFI) stages or contrast final-cut

vendors in selection stages.

Investors, venture capital firm, analysts, advisors and bankers when making financing decisions.

Media and press, to recognize IT industry outsourcing trends as collected from client ballots.

Most service providers, to inform their go-to-market strategies, assess their perceived strengths and weaknesses,

educate their staff, communicate to a wider market, and fine-tune their improvement and marketing position programs.

The end-user groups that participate use the data as a tool to benchmark their own satisfaction compared to that of other IT

service providers. The data also provide them with the opportunity to understand the perceived strengths and weaknesses

of their service providers compared to the market at large.

Legacy migration outsourcing

In today's dynamic business environment, it is critical to know when to adopt new technology and when to keep current

applications in place. The challenge is to understand when doing business in the current environment has become more

painful than the task of migrating to a new environment. Legacy migration is an opportunity to align business processes

more closely with new IT capabilities.

With the appearance of new applications, standards and technologies, old ones become out of date. Therefore, every

organization's prime concern is moving their data and content into the new or upcoming environment.

The scope of the migration can vary: porting of application migration and service-oriented architecture (SOA), database

migration, technology and platform migration (third-generation programming language code, user interface and

middleware), database conversion, web-enabling, or turnkey migration to a new operating system (OS) or platform.

Key legacy migration terminology

Integration connecting business processes, data and applications across information architectures.


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Introduction



Modernization analysis, improvement, redesign and reuse of existing software systems to meet changing

information requirements.

Reverse engineering the process of analyzing systems to identify components and interrelationships, and create

representations in another form or a higher level of abstraction.

Reuse the practice of employing the same logical or physical components within an information architecture to

reduce redundancy and facilitate change.

Architecture-driven modernization (ADM) the process of understanding and evolving existing software assets.

Modernization starts when existing practices fail to deliver against business objectives.

Key components of systems transformation

Migration assessment application rationalization, inventory identification, migration strategy definition, migration

roadmap definition, optional proof-of-concept (POC).

Application porting porting an application to a new OS or database.

Application upgrade (within same operating environment) language version, OS version, database version,

integrated development environment (IDE)/tools version, product scripting.

Application re-engineering for new or improved business functionality and operation reverse engineering,

POC (recommended), partial or full redevelopment, warranty support, optional maintenance support.

Data migration: schema translation, data migration, data cleansing.

Technology migration language migration, OS migration, database migration, user interface migration.

Table 1: How useful are your companys existing systems in helping you reach your strategic goals?

Very useful/somewhat useful 10.1%

Somewhat limiting/very limiting 89.8%

Source: The Black Book of Outsourcing


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Introduction



Table 2: If you are currently migrating or planning to migrate any of your current systems in the next year,

what are the main reasons?

Outsourcing vendor has made process more affordable 80.4%

Outsourcing vendor has made process less complicated for client 74.5%

Existing systems cant support business processes 65.4%

New systems will be more cost effective after implementation 55.6%

New strategic goals 50.1%

New systems will make company more productive 41.6%

Existing systems provide poor interoperability 40.9%

Staff unable to maintain existing systems 32.0%

Finally have budgeted funds to complete migration 11.3%

Existing system too unreliable 10.8%


Table 3: What are your top outsourced technology priorities for 2011?

Service orientated architectures and transformation 46.7%

Security 43.2%

Legacy application modernization 14.5%

Business intelligence and data warehousing applications 14.4%

Collaboration technologies 7.2%

Unsure 2.4%



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Summary



SUMMARY

Survey overview

In 2009, the Black Book ITO legacy migration, systems transformation and IT modernization user survey investigated the

customer experience of nearly 400 corporate and organizational decision-makers and influencers.

In order to rank the organizations, 18 key performance indicators (KPIs) or criteria are employed, scored for each

respective vendor by client type and ranked on a 010 scale per KPI.

Key findings

Key finding: most important customer satisfaction KPIs

Customization, client adaptability, reliability and interfaces/integrations are the most important attributes influencing legacy

migration ITO clients' satisfaction with their providers.

Key finding: legacy migration outsourcing vendor dissatisfaction is rare among the top ITO providers

Strong dissatisfaction is uncommon in this niche technology support sector, occurring in only 2.9% of the top ITOs.

US clients are among the most satisfied with comprehensive vendors that offer migration services. Strong dissatisfaction

with offshore outsourcing vendors was expressed by less than 6.0% of all surveyed clients with 2009 projects.


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Predicted Legacy Migration ITO Growth through201012



PREDICTED LEGACY MIGRATION ITO GROWTH THROUGH 201012

Table 4: Highest anticipated growth industries for outsourced legacy migration outsourcing initiatives inthe mid-market space

Industry

CY201012 budgeted/anticipated budgeting ITOinitiatives

Add-ons New

Energy 48.2% 32.1%

Healthcare 40.8% 38.9%

Government 35.1% 16.9%

Banking and capital markets 33.7% 29.0%

Technology 29.6% 45.2%

Hospitality and gaming 21.5% 27.7%

Logistics and distribution 20.6% 60.0%



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Top 20 Legacy Migration ITO Vendors



TOP 20 LEGACY MIGRATION ITO VENDORS

Table 5: Top 20 ITO vendors

2009 rank ITO vendor

1 UST Global

2 IBM Global

3 Cognizant

4 Hewlett Packard

5 Larsen & Toubro

6 Unisys

7 Capgemini

8 Fujitsu

9 Orange Business Services

10 Clerity Solutions

11 HCL Technologies

12 Accenture

13 Wipro Infocrossing

14 Tata Consultancy Services

15 MajescoMastek

16 Tiburon Technologies

17 Logica

18 Atos Origin

19 Hitachi

20 Ebosys



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Stop Light Scoring Key


The Black Book of Outsourcing. This report is a licensed product and is not to be photocopied

Figure 1: Key to raw scores

0.005.79 5.807.32 7.338.70

Deal breakingdissatisfaction

Does not meet expectations

Cannot recommend vendor

Neutral

Does not meet expectationsconsistently

Would not likely recommendvendor

Satisfactoryperformance

Meets expectations

Recommendsvendor

Overwh

Exce

Highly re


Figure 2: Color-coded stop light dashboard scoring key

Green (top 10%) scores better than 90% of legacy migration ITO vendors. Green coded vendors have received constantly highest cli

8.71 +

Clear (top 33%) scores better than 67% of legacy migration ITO vendors. Well-scored vendors which have middle of the p

7.33 to 8.70

Yellow scores better than half of legacy migration ITO vendors. Cautionary performance scores, areas of improvement

5.80 to 7.32

Red scores worse than 66% of legacy migration ITO vendors. Poor performances reported potential cause for contract ca

Less than 5.79



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Figure 3: Raw score compilation and scale of reference

Black Book raw score scales

0 = Deal breaking dissatisfaction ___ 10 = Exceeds all expectations


Individual vendors can be examined by specific indicators on each of the main functions of legacy migration ITO vendors, as well as group

subset are contained so that each vendor may be collectively analyzed by function and end-to-end services.


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O

Overall rank this rank references the final position of all 18 criteria averaged by the mean score collectively. This vendor ranked fifth

Criteria rank refers to the number of the question or criteria surveyed. This is the sixth question of the 18 criteria of which this ven

positioned only on this particular criteria or question.

Company name of the outsourcing vendor.

Subsections each subset comprises one-third of the total vendor mean at the end of this row, and includes all buyers and users wh

service subsection with the supplier, specific to their enterprise.

Mean congruent with the criteria rank, the mean is a calculation of all seven subsets of functions surveyed. As a final ranking refere

sizes and geographies.

Figure 4: Scoring key

Overallrank

Q6 rank Vendor Application migrationand SOA

Data migrationTechnology and

platform migrationTurnk

5 1 Legacy ITO Inc 6.14 5.80 7.44



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Individual Key Performance



1. Vendor overall preference/vertical industry recommendations

Vendor achieves the overall preference for expertise, appreciation and insight within the clients respective vertical. Organizational structu

and stakeholders in this industry. The client is overwhelmingly likely to recommend the vendor for an outsourcing engagement for same vert

Table 7: Vendor overall preference/vertical industry recommendations

Overall rank Q1Criteria

rank

Company Application migration andSOA

Data migrationTechnology and platform

migration

1 1 UST Global 10.00 9.56 9.93

3 2 Cognizant 9.71 9.58 9.69

2 3 IBM Global 9.02 9.69 8.74

6 4 Unisys 9.47 9.61 8.73

4 5 Hewlett Packard 9.62 9.29 8.52

5 6 Larsen & Toubro 9.48 8.14 9.01

9 7 Orange Business Services 9.22 9.19 8.28

7 8 Capgemini 8.79 7.44 9.16

11 9 HCL Technologies 9.27 8.78 7.58

10 10 Clerity Solutions 9.29 7.53 8.4



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2. Innovation

Customers are also continuing to push the envelope for further enhancements to which the vendor is responsive. Clients also believe that

compete more effectively, generate larger revenues and profits and cut their overhead in ways that were difficult or impossible to accomplis

Table 8: Innovation


rank



migration

3 1 Cognizant 9.90 10.00 9.29

2 2 IBM Global 9.95 9.89 9.20

5 3 Larsen & Toubro 9.22 9.65 9.49

1 4 UST Global 9.30 9.27 10.00


12 6 Accenture 9.38 9.43 8.72

6 7 Unisys 9.53 9.49 8.35


7 9 Capgemini 9.58 8.89 7.98




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3. Training

Outsourcing leadership provides significant and meaningful training opportunities for employees and client staff. Leadership strives to dev

customer servicing consultant employees, in particular.

Table 9: Training


rank



migration

2 1 IBM Global 9.80 9.88 9.35

1 2 UST Global 9.68 9.25 9.92

3 3 Cognizant 9.27 9.57 8.52


7 5 Capgemini 9.19 9.71 8.25

12 6 Accenture 9.40 9.35 8.08

5 7 Larsen & Toubro 9.12 9.18 9.44

6 8 Unisys 8.93 9.10 8.41

16 9 Tiburon Technologies 9.35 8.75 8.55

10 Kelly HR 8.99 8.86 7.89



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4. Client relationships and cultural fit

Outsourcing leadership honors customer relationships highly. The relationship with the vendor elevates the customer reputation. Improvin

priority of the supplier. Governance of engagement is neither complex for buyer nor does it require regular vendor management attention.

issues. There are no culture clashes or misfits that threaten the relationships success or clients satisfaction.

Table 10: Client relationships and cultural fit


rank



migration

1

1

UST Global

9.73 9.82 9.86 2 2 IBM Global 9.83 9.88 9.25


3 4 Cognizant 9.00 9.59 8.22


7 6 Capgemini 9.22 9.80 8.07

8 7 Fujitsu 8.97 9.05 8.67

5 8 Larsen & Toubro 8.52 9.24 8.51

6 9 Unisys 9.86 9.32 7.99




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5. Trust

Trust in enterprise reputation is important to current clients as well as prospective ones. Client possesses an understanding that its outsour

and resources to effectively deliver the desired business results, based on its industry reputation and past performance.

Table 11: Trust


rank



migration

2 1 IBM Global 9.86 9.72 9.28

1 2 UST Global 9.70 9.56 9.85

7 3 Capgemini 9.68 9.27 9.25




3 7 Cognizant 9.62 9.25 8.27

8 8 Fujitsu 9.00 9.01 8.62

5 9 Larsen & Toubro 9.64 9.37 8.04

6 10 Unisys 8.52 9.29 8.32



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6. Breadth of offerings, client types, delivery excellence

Industry recognized horizontal functionality and vertical industry applications to manage bundled services. Vendor routinely drives operatio

the areas they affect. Comprehensive offerings are constructed to meet the unique needs of the clients initiatives.

Table 12: Breadth of offerings, client types, delivery excellence


rank



migration

1 1 UST Global 9.99 10.00 10.00


5 3 Larsen & Toubro 9.71 9.69 9.29

6 4 Unisys 9.61 9.78 8.68

7 5 Capgemini 9.43 9.61 9.14

12 6 Accenture 9.82 9.73 8.75

3 7 Cognizant 9.89 9.74 8.29

2 8 IBM Global 9.43 9.30 8.72

8 9 Fujitsu 9.15 8.92 8.44




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7. Deployment and outsourcing implementation

Faster deployments. Outsourced solutions eliminate excessive buyer supervision over vendor implementations. Minimized need for con

highly astute vendor staff. Vendor overcomes implementation obstacles and challenges effectively. Technical, organizational and cult

professionally and punctually. Implementation time exceeds expectations.

Table 13: Deployment and outsourcing implementation


rank



migration

7

1

Capgemini

9.73 10.00 8.95 1 2 UST Global 9.72 9.56 9.90

2 3 IBM Global 9.42 9.39 8.87



3 6 Cognizant 9.65 8.89 8.37

5 7 Larsen & Toubro 9.14 9.60 8.18

13 8 Wipro Infocrossing 8.92 9.16 7.19

6 9 Unisys 9.61 9.44 7.30

15 10 MajescoMastek 8.62 8.98 7.10



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8. Customization

Products and process services are customized to meet the unique needs of specific client purposes, processes and models. Little

performance measurements, as clients needs vary. Extraordinary efforts are made to adapt and convert client special needs into wor

considerations.

Table 14: Customization


rank



migration


2 2 IBM Global 9.94 9.93 8.99

1 3 UST Global 9.75 9.45 9.65


8 5 Fujitsu 9.42 9.50 8.58

6 6 Unisys 9.69 9.38 8.39

3 7 Cognizant 9.25 9.06 7.10

14 8 Tata Consultancy Services 8.82 8.99 8.21





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9. Integration and interfaces

Managed vendor supports interfaces so that information can be shared between necessary applications. Solutions are easily integrat

interfaces to legacy applications are performed as required for optimal functioning. Human integration and interface activities are admini

learning expertise is evidenced by execution and orchestration of multiple programming and training products, services and systems.

Table 15: Integration and interfaces


rank



migration

2 1 IBM Global 9.85 9.92 9.29

1 2 UST Global 9.40 9.95 9.71

3 3 Cognizant 9.30 9.25 8.83



7 6 Capgemini 9.74 9.58 8.32

5 7 Larsen & Toubro 9.21 9.69 8.44

14 8 Tata Consultancy Services 9.39 8.73 8.05


12 10 Accenture 8.36 8.85 7.78



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10. Scalability, client adaptability, flexible pricing

Services and solutions vendor provides flexible outsourcing pricing allowing the client to choose and pay for the precise functionality

infrastructure and has the ability to provide services to enterprise organizations. IT products and services meet the changing and varied nee

Table 16: Scalability, client adaptability, flexible pricing


rank



migration

1 1 UST Global 10.00 10.00 10.00

6 2 Unisys 9.70 9.65 9.28

3 3 Cognizant 9.33 9.59 8.82


7 5 Capgemini 9.22 9.77 8.53


2 7 IBM Global 9.38 9.47 7.80


8 9 Fujitsu 9.22 8.81 8.05




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11. Compensation and employee performance

Vendor is focused on building and developing a strong employee team of producers. Employees act like owners/leaders. Company is

Implications of the contractor mentality are minimized. Vendor is using effective tools to tie performance metrics to compensation policy

resources-related criteria are scored from the c lient perspective on this indicator.

Table 17: Compensation and employee performance


rank



migration

1

1

UST Global

9.94 9.77 9.83 14 2 Tata Consultancy Services 9.66 9.42 9.12

2 3 IBM Global 9.53 9.87 8.90

5 4 Larsen & Toubro 9.25 9.45 8.78


3 6 Cognizant 9.26 8.72 7.68

6 7 Unisys 9.51 9.42 8.01


8 9 Fujitsu 9.01 8.75 8.09

15 10 MajescoMastek 8.83 8.79 8.30



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12. Reliability

Services supplier meets agreed terms as evidenced by routine, acceptable service level reporting and industry expectations. Depth and bre

in meeting client needs. Online reliability is maximized and outages/downtimes are minimized. Solid product and outsourcing service capa

levels are consistently met as agreed. Services and support response is maximized by vendor team.

Table 18: Reliability


rank



migration

1

1

UST Global

9.78 9.89 10.00 10 2 Clerity Solutions 9.47 9.97 9.25

5 3 Larsen & Toubro 9.50 10.00 9.20

3 4 Cognizant 9.26 9.29 9.29

6 5 Unisys 9.63 9.70 9.28

8 6 Fujitsu 9.03 9.47 8.93


2 8 IBM Global 8.92 9.74 8.55

12 9 Accenture 9.18 9.01 7.77

17 10 Logica 8.33 8.98 8.27



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13. Brand image and marketing communications

The outsourcing vendors human resources outcomes are accurately and appropriately represented via service deliverables. Image is

presentations and proposals are delivered upon and corporate integrity/honesty in marketing and business development are highly value

upheld top-down consistently. Maintains high image and reputation so that customer, manufacturers, multinationals and other buyers o

vendor representatives as client team members. High level of relevant client communications enhances relationship.

Table 19: Brand image and marketing communications

Overall rank Q13

Criteriarank

Company Application migration and

SOA Data migration

Technology and platform

migration

1 1 UST Global 10.00 9.79 10.00

2 2 IBM Global 9.93 10.00 9.57


5 4 Larsen & Toubro 9.40 9.00 9.84


6 6 Unisys 9.68 9.74 8.61

7 7 Capgemini 9.25 9.44 8.79


8 9 Fujitsu 9.19 9.12 8.19

3 10 Cognizant 8.49 9.38 8.88



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14. Marginal value adds

Outsourced vendors' cost savings are realized as generally estimated and not over-positioned or over/underestimated in ways that affec

expectations such as decreases in firm process handling and support staff are realized. Buyers publishing support costs are reduced signif

industry outsourcing partner in cost savings management initiatives and creative programs through bundled product design outsourc

opportunities to buyer and opportunities for top line contributions.

Table 20: Marginal value adds


rank


SOA


migration1 1 UST Global 9.86 9.85 10.00

2 2 IBM Global 9.92 9.52 9.25


8 4 Fujitsu 9.22 9.71 9.00


3 6 Cognizant 9.11 8.30 9.11

6 7 Unisys 9.69 9.35 8.09

7 8 Capgemini 8.40 9.12 8.59

18 9 Atos Origin 8.03 9.09 8.29




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15. Viability

Vendors viability, employee turnover, financial stability and/or cultural mismatches do not threaten relationship. This outsourcing vendor ta

problems among service providers and the client as well. Senior management and the board exemplify strong leadership principals to stew

in particular.

Table 21: Viability


rank



migration

3

1 Cognizant 9.32 9.54 9.37 1 2 UST Global 9.58 9.42 9.89

2 3 IBM Global 9.37 9.18 9.03

5 4 Larsen & Toubro 9.39 9.28 8.27

8 5 Fujitsu 8.70 8.95 8.14


12 7 Accenture 8.93 8.80 8.01

6 8 Unisys 8.75 7.98 8.95


17 10 Logica 8.23 9.39 7.70



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16. Data security and backup services

In order to provide secure and constantly dependable service offerings for corporate product development entities, an outsourcing vendor h

data back-up services. In some cases, you may find the vendors service in these two areas superior to the security and back-up system in y

Table 22: Data security and backup services


rank



migration

3 1 Cognizant 9.26 9.66 9.65

1 2 UST Global 9.49 9.30 9.50

5 3 Larsen & Toubro 9.69 9.70 8.68

8 4 Fujitsu 9.57 9.43 8.58

6 5 Unisys 8.74 9.90 9.53

2 6 IBM Global 9.05 9.23 9.37

19 7 Hitachi 8.99 9.20 9.50


12 9 Accenture 8.91 7.79 8.30

7 10 Capgemini 8.01 8.29 7.92



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17. Support and customer care

Account management leadership provides an adequate amount of onsite administration and support to clients. There exists a formal outso

program that meets client needs among suppliers for the customer. Vendor evidences successful management strategies services desig

reference this vendor as a services leader and top producer correctly. Customer services and relationship satisfaction is manifested through

and newest customers.

Table 23: Support and customer care

Overall rank Q17

Criteriarank


SOA Data migration

Technology and platform

migration

1 1 UST Global 9.73 9.57 10.00

2 2 IBM Global 9.68 9.70 9.27

12 3 Accenture 9.92 9.73 9.36

5 4 Larsen & Toubro 9.41 9.54 9.29

3 5 Cognizant 9.10 9.02 9.89


8 7 Fujitsu 8.98 9.40 8.75



6 10 Unisys 9.56 9.01 8.18



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18. Best of breed technology and process improvement

Management and related technology services are considered best of breed. Vendor technology elevates customers via capabilities, equip

staff, leadership, quality assurance and innovative initiatives. Services are delivered at or above current/former in-house service levels.

Table 24: Best of breed technology and process improvement


rank



migration

1 1 UST Global 9.47 9.91 9.95

2 2 IBM Global 9.66 9.80 9.28

5 3 Larsen & Toubro 9.25 9.26 8.97

3 4 Cognizant 8.86 8.44 8.48

7 5 Capgemini 9.37 9.50 8.14


6 7 Unisys 9.58 9.31 8.39

8 8 Fujitsu 9.02 9.13 8.22





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Appendix

APPENDIX

Orbys consulting

We hope that the data and analysis in this report will help you make informed and imaginative business decisions. If you

have further requirements, the Orbys consulting team may be able to help you. For more information about Orbys'

consulting capabilities, please contact us directly at [email protected].

Disclaimer

All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means

(electronic, mechanical, photocopying, recording or otherwise), without the prior permission of the publisher, The Black

Book of Outsourcing.

The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the

findings, conclusions and recommendations that the Black Book of Outsourcing delivers will be based on information

gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to

guarantee. As such, The Black Book of Outsourcing can accept no liability whatever for actions taken based on any

information that may subsequently prove to be incorrect.

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